Introduction

The relevance of the choice of the topic is due to the fact that at present the issues of employee activation, labor motivation, including through social factors of increasing production efficiency, are of particular importance. This is explained by the fact that in a competitive environment, success is achieved by the manufacturer who not only knows how to correctly and timely determine the need for a product (service), but can also satisfy it qualitatively at the lowest price, due to the rational use of intra-production reserves and the effective use of production potential. Therefore, at present, at enterprises, the issues of having reserves to reduce production costs, motivate labor, and increase production efficiency are becoming very relevant due to the transformation of social factors into a powerful lever of influence on economic transformations.

In the first third of the 21st century, the system of providing social payments and guarantees at Russian enterprises has undergone significant changes, which were the result of the institutional transformations of Russian society. As one of the important directions of reforming industrial enterprises, it is traditionally accepted to consider social policy. Appeal to the problem of changing the social sphere is of particular interest in the context of management's choice of adaptation strategies in a market economy.

The implementation of social policy at enterprises at the present stage is associated with a number of reasons. Firstly, this is due to competition and the appearance on the market of enterprises with foreign capital, where the owners offer their Russian employees social programs that are more attractive in comparison with domestic competitors. Among Russian enterprises, there is an awareness that it is possible to compete in the labor market not only in terms of wages, but also in terms of the volume and content of social packages. There is an incentive for the management of enterprises to introduce modern systems increasing the motivation of employees.

Secondly, the problem of implementing social programs at Russian enterprises arises in connection with the threat of a shortage of labor, the problems of attracting qualified personnel and rejuvenating labor collectives, which many enterprises are already facing. Therefore, the enterprise faces the task of finding new mechanisms for attracting and retaining employees. In this regard, the creation of an attractive social package is associated not only with the mechanisms for attracting young workers, but also with the mechanisms for the painless release of former personnel into retirement.

Thirdly, for the enterprises of the new private sector, created 5-6 years ago, there was a need to realize "their place in the market." In addition to solving financial, technological and organizational issues relevant at the first stages of the development of the company, it became necessary to intensify intra-company relations, determine their distinctive characteristics among which - the formation of a special style of intra-company relations, corporate ethics. The main argument in choosing a decent social package for many is that companies offer various benefits to their employees.

Targetthis study - the understanding of the main elements of the social policy of the enterprise in modern conditions.

To achieve our goal, we will do the following: tasks:

-study of the history of the emergence of social policy;

revealing the essence of social policy at the enterprise;

creation of a methodology for analyzing the effectiveness (efficiency) of the enterprise's social policy;

characteristics of the activities of the enterprise Stroy-NN LLC (Nizhny Novgorod) and its economic indicators;

analysis of the social policy of Stroy-NN LLC, its objects and subjects;

assessment of the economic efficiency of social policy at the enterprise;

Thingresearch: social policy pursued in Stroy-NN LLC.

An objectresearch: social policy of the enterprise.

As a research hypothesesIt has been suggested that the mechanisms of social payments currently in effect at enterprises reflect the forms of adaptation of management in the new socio-economic and political environment. Therefore, the analysis of implemented social programs allows us to identify the features of socio-economic relations at the enterprise level. The description and systematization of the existing practices of providing social benefits and guarantees at the workplace will make it possible to identify the traditional features of the Soviet social policy of industrial management and innovation, the emergence of which is due to the changed external environment economic activity of the enterprise.

Methodological basis of the studygeneral scientific techniques and methods served: analysis and synthesis, a systematic approach, comparison, survey, heuristic, allowing to study the phenomena and processes of the social policy of an enterprise in all its variety of relationships and dependencies, contributing to the substantiation of the conclusions and recommendations proposed in this study.

A great contribution to the study of the social policy of enterprises was made by the works of domestic and foreign scientists, such as: Abalkin L.I., Vardanyan I.S., Vorozheikin I.E., Geyts I.V., M. Pool, M. Warner, Zakharov I.L., Kuznetsov A.L., S.A. Shapiro S.A., Chirikova A., Shekshnya S.V. and etc.

StructurallyThis work consists of an introduction, two chapters, a conclusion, a list of references, applications.

1. Theoretical aspects of the social policy of the enterprise

.1 Historical change in the nature of work, the emergence of social policy

The social aspects of the organization, related to the social development of the organization, are particularly important. The parameters of this block of social strategies should be constantly under the control of the labor collective, the trade union and the owners of the enterprise and be made public. As recent events (miners' protests, strikes of public sector workers, etc.) show, ignoring or insufficient attention to the social indicators of this block can lead to undesirable phenomena.

Social policy at the enterprise at the present stage means the activities of employers, management and employees to meet social needs, harmonize social interests, exercise social rights and social guarantees, provide social services, social protection of personnel. Social policy creates favorable conditions for the activity of employees at the enterprise, acts as a necessary factor in the realization of their abilities and capabilities by the staff. Without appropriate social conditions, it is difficult to achieve the strategic goals of the enterprise. If such social conditions are created at the enterprise, then there are more opportunities for the employees to realize their abilities and work effectively.

Social activity is a change by the organization of the social conditions of its personnel. For any organization, social activity can not be the main, and even more so defining. Attempts in the 19th century R. Owen and his follower in Russia M.V. Butashevich-Petrashevsky to create communes, in fact organizations for which social activity was the main goal, failed. On the other hand, an organization whose social activity is minimal runs the risk of losing its position in the market and in the professional sphere, since the only condition for the growth of any organization is the ability to develop a person, human capital (no other capital has such an ability), personnel. In this regard, the goal towards which the social activity of the organization should be directed is the creation of conditions for the development of human capital, that is, conditions that can enhance the professional activity of the staff. Thus, social activity is a necessary condition for achieving the general goals of the organization.

The social policy of the enterprise consists of the following elements: creation of favorable working and rest conditions for the employees of the organization; remuneration for work; social protection of personnel; maintaining an optimal moral and psychological atmosphere in the team; ensuring social partnership and business cooperation.

The above elements of social policy arose historically. Even in primitive society, when human communities were tribal communities, the first elementary forms of social activity arose. These forms did not stand out from the general human activity, as well as economic and other types of activity. The process of gradual development of society is predetermined by the type of social communication, which, in turn, influences the formation of social policy and work ethics in production. This process can be represented in a formalized form (see Table 1).

Table 1. Historical change in the nature of work

Stages of development of social production The predominant type of social communication Type of social and labor relations Labor ethics Pre-industrial Domination - subordination Worker exploitation Severe factory rules. Sacredness of the common action. As such, there is no work ethicIndustrialRational partnershipFunctional partnershipRational work ethic aimed at achieving the economic efficiency of labor relationsPost-industrialSocial partnershipOrganic partnershipUniversal work ethic based on universal human values ​​and achieving the socio-economic effect of labor relations

With the onset of the era of civilization (the era of dynamic development of mankind, characterized by active human activity to change the environment - V-IV millennium BC) and its first stage - traditional society, a person was "cursed to work." The first form of labor differentiation was vertical - on its basis a hierarchical system of labor management, subordination (subordination) and coercion to work arose. Traditional society is characterized by cruel exploitation of man by man. It was at this time that such forms of forced labor as slavery and serfdom arose. The need for "social care" for a slave was often determined by the price of his purchase: the less the slave cost, the easier it was to replace him with another and less attention his social needs could be given. Another form of forced labor was serfdom, spread in agricultural civilizations in which labor resources were scarce, and the population was highly geographically mobile (for example, Ancient Egypt, ancient Sparta, pre-reform Russia). It is the communities of serfs that can be considered as the first pre-industrial organizations in which individual elements of social activity begin to emerge.

A feature of the modern period is the need for the economy to implement on a mass scale the creative individuality of workers capable of creating innovations and making innovative decisions in various fields of activity. In the first third of the 21st century, the experience of foreign and domestic organizations confirms that attention to people, concern for improving the conditions and safety of their work bring noticeable returns, increase business spirit. Funds spent on industrial aesthetics, improvement of working life, creation comfortable conditions for rest during breaks during the working day, pay off with more than an increase in labor productivity and quality of work. The rational organization of labor, aimed at increasing its efficiency and quality, increasing employee satisfaction with the very process of labor activity, involves studying not only the content, but also the duration of labor processes. To this end, it is necessary to define the concept of working time, methods of its classification, methods for studying the costs of working time and reducing its losses. important problem is the design of rational modes of work and rest, which, in turn, affects the maintenance of the working capacity of the workforce and the efficiency of using its potential in the enterprise.

Working time is the time during which an employee performs labor functions and duties in a certain place and under certain conditions.

Working time consists of the time employees are busy, which includes the time they are busy with the execution of a production task and the time they are busy with other work, and the time of breaks. Working time as the most important condition of labor largely determines the standard of living of workers. The amount of free time used for recreation, satisfaction of cultural and other needs of people depends on its duration. Therefore, the norms of working time are inextricably linked with the norms of rest time. Time for rest and personal needs is necessary to maintain normal working capacity and for the personal hygiene of the employee. Its duration depends primarily on working conditions. Rest time also includes the time of industrial gymnastics. Time for rest and personal needs can be calculated on the basis of intersectoral guidelines and standards developed by the Research Institute of Labor. The total time for rest and personal needs per shift should be at least 20 minutes, including at least 10 minutes for rest. Studies have shown that the time required for rest during a work shift directly depends on the amount of fatigue, which, in turn, should be determined for each type of work activity, depending on the magnitude and type of loads. The time of breaks due to labor legislation is set for certain types of work (for example, for heating builders in winter time) or activities (for example, the performance of public duties).

The mode of work and rest is a certain order of alternation and the duration of work and rest breaks. The choice of the optimal mode of operation for the enterprise is one of the central tasks of organizing labor in production. There are intra-shift, daily, weekly and annual modes of work and rest. Annual paid leave is provided to employees for rest and recuperation once in each year of work. The working year usually does not coincide with the calendar year and is calculated from the moment the employee enters the enterprise. The labor legislation also establishes framework conditions for a number of possible changes related to the provision of annual paid leave: withdrawal, transfer, extension and non-provision of this leave. At Russian enterprises in the 90s. 20th century there was a practice of paying monetary compensation instead of providing annual paid leave (although the labor legislation in force at that time strictly regulated the inadmissibility of replacing vacation with monetary compensation). This measure was due to the interests of the parties to labor relations during this period and received both formal and informal implementation.

The conditions and labor protection at the present stage include factors that are related to the content of joint work, the technical level of production, the organizational forms of the labor process and the quality of the workforce employed in this organization, as well as factors that in one way or another affect the psychophysiological well-being of workers, to ensure safe conduct of work, prevention of industrial injuries and occupational diseases.

This includes: equipping the organization with modern technology, the degree of mechanization and automation of work, the use of efficient technologies and materials; reduction of heavy and unhealthy work, issuance, if necessary, of special clothing and other means personal protection; compliance with sanitary and hygienic standards, including the state of production facilities and equipment, air purity, workplace illumination, noise and vibration levels; the availability (and convenience) of household premises (cloakrooms, showers), a first-aid post, buffets, toilets, etc.

Out-of-work time forms another group of factors in the social environment of the organization. Associated with them is the organization of the home life of workers, the fulfillment of family and social duties, and the use of leisure. The time resource of a working person breaks up on a weekday into working time (length of the working day in different countries is not the same, it also varies by sectors of the economy and professions) and non-working time in a ratio of approximately 1:2. In turn, non-working time includes spending 9-9.5 hours to satisfy the natural physiological needs of a person (sleep, personal hygiene, eating, etc.). The rest of the time is occupied by travel to and from work, housekeeping, childcare and activities, free time - leisure. Leisure occupies a special place in the harmonious development of a working person. The size, structure, content, culture of using free time affect the humanistic fullness of the lifestyle, the worker's worldview, his civic position and moral values.

In accordance with the implementation of socio-economic measures, the labor protection system may include the following points: when developing and selecting options for measures aimed at creating safe working conditions, priority should be given to social results; use in order to stimulate the activities of employers to improve working conditions, both methods of economic incentives, and methods of economic coercion and liability; creating a situation in which the availability of jobs with unfavorable working conditions would be economically burdensome for employers. Therapeutic and preventive measures are related to the prevention of accidents, control over the health of employees of the enterprise, safety briefing, development of safety programs, etc. Occupational accidents include injury, including that caused by another person; acute poisoning, heat stroke, frostbite, drowning, electric shock, lightning, radiation, insect and reptile bites; damage resulting from explosions, accidents, destruction of buildings, etc. Accidents cause significant economic damage to the state, enterprises and employees. Their prevention is an important measure in the organization of the labor protection system. Accident prevention involves the development of safety training programs, which set the task of teaching methods for identifying unsafe working conditions and processes, proposing preventive measures, instructing and consulting workers.

Trade unions are mass self-governing public associations that are created by workers to protect their social, economic and professional rights, to express the interests of hired workers, to fight for social justice, in order to promote the creation of appropriate working and living conditions for a person. Trade unions, being the most important institution of civil society, are called upon to protect the social and labor rights and interests of workers. Russian business, from the point of view of its social responsibility, is only at the beginning of its journey, so trade unions could actively draw its attention to general issues, various aspects and benefits of corporate responsibility. I would like to note that the peculiarity of the new society is that labor is transformed from a means of subsistence (a way to achieve instrumental goals) into a way of life and constant self-realization of a person. Here, the motive is not the satisfaction of needs and not the realization of faith "in a bright future", but satisfaction in self-realization. Therefore, the instrumental goals of the individual themselves begin to act as a means of its self-realization in professional activities. In this regard, the social development of the organization becomes:

-a condition for the self-realization of a person in professional activity;

-a factor of synergy between the goals of the organization and the instrumental goals of the employee;

a factor in increasing the efficiency of the organization.

In this regard, the goal of planning the social development of an organization is to provide such conditions for the production and life of employees that contribute to the self-realization of the individual in professional activities. Accordingly, the object of social planning of the organization is the labor collective, and the subject is the forms and methods of planning the social development of the labor collective.

Conclusion.The social policy of the enterprise consists of the following elements: creation of favorable working and rest conditions for the employees of the organization; remuneration for work; social protection of personnel; maintaining an optimal moral and psychological atmosphere in the team; ensuring social partnership and business cooperation. All elements of social policy arose historically.

1.2 The concept and essence of social policy at the enterprise

The social component in the activity of an enterprise is an important element of its personnel, production, and economic potential. The main purpose of social policy: to promote the growth of productivity, efficiency and quality of work of employees; encourage employees to improve their skills, contribute to the solution of managerial tasks - securing the most qualified employees, ensuring their rotation and loyalty to the enterprise.

Social policy can be more effective if the provided social services reflect the specifics of the enterprise, the regime and labor protection, transport accessibility of the workplace. Forms and types of social services should be differentiated by categories of personnel. It is desirable to provide only those types of social services that are in demand among staff. Various views of scientists on the social policy of the enterprise will be presented in Appendix 2. The social development of the organization is managed by structural units that unite a circle of officials whose competence includes issues of social development of the organization and social services for its personnel, appropriate powers and certain responsibility for the decision social problems.

International documents define the following social human rights that can be implemented when implementing social policy at an enterprise: the right to work, free choice of work and protection from unemployment; equal opportunity and equal treatment in employment and occupational choice without discrimination on the basis of sex; the abolition and prohibition of forced or compulsory labor; prohibition of discrimination in the field of work and occupation; fair and favorable working conditions; working conditions that meet safety and hygiene requirements; participation in the determination and improvement of working conditions and the working environment; fair remuneration; equal remuneration for men and women for work of equal value; payroll protection; paid holiday; creation and entry into organizations, including trade unions to protect their own economic and social interests; conclusion of collective agreements; social security and social insurance; education and training; health care; end-of-employment protection; protection of legal claims of workers in case of insolvency of the employer; protection by the employee of his dignity at the place of work; information and advice; information and advice; housing; information and consultations with workers in case of collective redundancy.

Also protection of claims of workers in case of insolvency of the entrepreneur; equal opportunities and equal treatment of workers with family responsibilities; protection and benefits at the enterprises of workers' representatives; protection of children and youth in the field of social and labor relations; working women for maternity protection; protection of migrant workers and their families.

The subject of social policy at the enterprise are: the owners of the enterprise, managers, social service, primary trade union organization. The owners and managers of the enterprise determine the main directions of social policy, solve the issues of its financing. The social service implements social policy and may have a different status.

Traditionally, in our country, social service units are subordinate to various deputy heads of the enterprise. Under the jurisdiction of the deputy head for social issues and everyday life, there may be departments of social and welfare support, housing and communal and administrative departments, and catering facilities.

The object of social policy at the enterprise are employees who have entered into labor relations with the employer.

An employee is an individual who has entered into an employment relationship with an employer.

An employer can be an individual or a legal entity - an enterprise that has entered into an employment relationship with an employee based on an agreement between the employee and the employer on the personal performance by the employee of a labor function for payment (work on a position in accordance with the staff list, profession, specialty, indicating qualifications; a specific type of work entrusted to the employee), subordination of the employee to the internal labor regulations when the employer ensures the working conditions provided for by labor legislation and other regulatory legal acts containing labor law norms, a collective agreement, agreements, local regulations, an employment contract under the Labor Code of the Russian Federation Art. 3; Art. 3014, 3033; Art. 2700; Art. 1690; Art. 3607; Art. 27; Art. 1752; Art. 2878.

In the literature and practice on personnel management, the following concepts that are similar in content are used to characterize employees: “staff”, “personnel” and “human resources”. There is a certain difference between these concepts, but in this tutorial they are used as similar in content, but not identical in scope concepts. Personnel refers to the permanent, full-time staff of the enterprise. These are qualified employees with professional training, labor skills and work experience. Three features that characterize frames:

-relatively stable professional qualifications of an employee, as a rule, with special training;

the permanent nature of service and labor activity, which is usually the main source of his existence and life support;

the social and official position of the employee in the labor collective, when his activity actually implements or ensures the fulfillment of the functions and tasks of this organization.

Personnel does not include non-staff employees, temporary and seasonal workers, part-time workers who are integral part personnel. The concept of "human resources" is also considered as similar in content to the concept of "personnel". However, a different paradigm is used in human resource management, in which the emphasis is shifted to recognizing the need for an individual approach to the employee, attracting and using qualified and highly qualified personnel, investing in attracting, forming and developing the organization's personnel.

Factors influencing the social policy for the personnel of the enterprise:

-business scale;

profitability of the enterprise and market conditions;

the level of competition in the labor market, the need to retain and develop personnel;

economic profitability of maintaining and developing social infrastructure, especially under the condition of its further commercialization;

business development and expansion needs;

following traditions as the most effective mechanism for maintaining the controllability of personnel;

pressure from employees.

Personnel is the main object of social policy at the enterprise. The object of the social policy of the enterprise, in addition to employees, are also local communities.

An enterprise can pursue a social policy in relation to people living in local communities that are an external environment for it. In the whole complex of social tasks of the organization, solved within the framework of strategic planning, two groups of tasks are of particular importance:

Social tasks that should be solved directly in the organization in the interests of all (or most) members of the workforce.

This is the improvement of working conditions, rest, relationships in the team, the form, size of wages and other issues that directly affect the nature of social and production relations, by which one can judge the level of necessary social conditions. Most of these aspects are the subject of a collective agreement concluded between the employer (owner), the labor collective and the branch trade union.

Social tasks that characterize the level of development of social infrastructure facilities at the enterprise, in which individual employees and local authorities are more interested.

These are the provision of comfortable housing for the employees of the enterprise, the availability of preschool institutions, health and medical institutions for employees and their families, the availability of educational institutions, etc. (Fig. 1).

Figure 1. Groups interested in the implementation of social strategies of the enterprise

Undoubtedly, the main subject is a team of workers who compares the conditions of their life with similar conditions for workers of enterprises in a given branch of the region (city).

Therefore, objective information characterizing the level of social development of the organization should be provided in comparison with similar enterprises of the territory.

The second group of social tasks can help increase the motivation of employees to improve the socio-economic indicators of production and economic activities and the implementation of the corporate strategy of the organization.

In general, the social strategy of an organization is an integral system of subjective strategies aimed at solving the entire complex of tasks of an organization (Fig. 2).

Figure 2. The system of social strategies of the organization

Profit characterizes the economic effect resulting from the activities of the enterprise. The presence of profit in the enterprise means that its income exceeds all the costs associated with its activities.

Profit has a stimulating function, at the same time being the financial result and the main element of the financial resources of the enterprise.

The share of net profit remaining at the disposal of the enterprise after paying taxes and other obligatory payments should be sufficient to finance the expansion of production activities, the scientific, technical and social development of the enterprise, and material incentives for employees.

Types of profit with calculation formulas, as well as profitability, are given in Table. 2.

table 2

Indicator influencing the effectiveness of the social policy of the enterprise Calculation formula1. Gross profit is defined as the difference between the proceeds from the sale of goods, products, works, services (minus VAT, excises and similar obligatory payments) and the cost of goods, products, works, services sold. The proceeds from the sale of goods, products, works, services are called income from ordinary activities. Costs for the production of goods, products, works, services are considered expenses for ordinary activities. P shaft \u003d BP - C, where BP is sales revenue; C - the cost of goods sold, products, works and services.2. Profit (loss) from sales is gross profit minus management and commercial expenses P pr \u003d P shaft - P y - P k, where P y - management costs; R to - commercial expenses.3. Profit (loss) before tax is profit from sales, taking into account other income and expenses, which are divided into operating and non-operating ones. P bottom \u003d P pr ± From the cod ± С wdr, where С odr - operating income and expenses; With VDR - non-operating income and expenses.4. Profit (loss) from ordinary activities can be obtained by deducting from profit before tax the amount of income tax and other similar obligatory payments (the amount of penalties payable to the budget and state off-budget funds) P od \u003d P bottom - N, where N is the amount taxes5. Net profit is profit from ordinary activities, taking into account extraordinary income and expenses. P h \u003d P under ± H dr, where Ch dr - extraordinary income and expenses.6. Profitability of products (rate of profit) is the ratio of the total amount of profit to the costs of production and sales of products ( relative value profit attributable to 1 rub. current costs) C - C R p \u003d C * 100, where C is the price of a unit of production; С - unit cost of production7. The profitability of production (general) shows the ratio of the total amount of profit to the average annual cost of fixed and normalized working capital (the amount of profit per 1 ruble of production assets) P ​​R o \u003d OS cf + Obc cf * 100, where P is the amount of profit; OS av - the average annual cost of fixed assets; ObSav - the average for the year balances of working capital.

The current procedure for financing social activities is carried out at the expense of consumption and accumulation funds (Fig. 3).

Figure 3. The current scheme for the distribution and use of enterprise profits

The accumulation fund, formed at the expense of profit, is used for the acquisition and construction of fixed assets for production and non-production purposes and for the implementation of other capital investments that are not irrevocable; in addition, this fund is used to finance activities of an irrevocable nature:

-carrying out research work;

-environmental protection;

expenses in excess of the established norms for inclusion in the cost price for taxation (training, travel, representation expenses, interest on loans, etc.);

the cost of issuing securities;

-payment of penalties in case of concealment (underestimation) of profits, violations of environmental protection requirements and a number of other expenses.

The consumption fund is used to finance social needs and material incentives for workers: the payment of bonuses not related to performance indicators (for many years of work, in connection with the anniversary, etc.). Providing material assistance; payment for vouchers, treatment, medicines for employees and members of their families, etc. Consumption fund expenses are irrevocable.

A reserve fund is created to cover unforeseen losses caused by natural disasters and balance sheet losses. The size of the fund is stipulated by the constituent documents, but should not be less than 15% for joint-stock companies and 25% for joint ventures of the size of the authorized capital. The upper limit of the reserve fund has not been established, however, under the conditions disabilities use of funds, it is hardly advisable to increase it significantly - in practice, they are usually limited to the lower limit. The part of the enterprise's profit remaining after deductions to the reserve fund must be distributed among the founders (owners), the accumulation fund and the consumption fund. Undoubtedly, the owners of the enterprise count on receiving the maximum possible dividends, those on the direction of the remaining profit for the payment of dividends.

The increasing weight of the social factor of production - a multifaceted employee - has been updated recently by most scientific schools and, most importantly, practice. A socially oriented, humanitarian approach that takes into account the influence of global factors on the personnel economy, recognizing the deep interdependence and interpenetration of such areas human activity, as economics, politics, morality, culture, law, etc., taking into account the possibility of effectively solving economic problems by non-economic means, is carried out through the use of the term "social and labor relations".

In this case, the enterprise does not have funds for the development and material incentives for employees, therefore, the enterprise has no future. The introduction of employee participation programs in profits, according to M. Poole and M. Warner, has both supporters and opponents, which is due to multidirectional reasons (see Table 3).

Table 3. Potential advantages and disadvantages of employee participation in profits

Arguments "for" employee participation in profitsArguments "against" participation of employees in profitsThe use of these programs in the form of pension or investment programs to save employees' funds. The use of an attractive compensation system as one of the components of development, which would retain existing employees and allow the company to attract new ones. Used as a means of increasing the productivity of a company by increasing employee motivation, commitment, willingness to cooperate and interest in the company. Philosophical reasons (Some business owners believe they should share their profits with those who help get them.) Some business owners see little benefit in sharing their hard-earned profits. There are philosophical reasons: if participants do not take part in the risks of the company (ie do not invest their own capital), then why should they be entitled to profits? Many, especially private corporations, are unwilling to make any financial information public, which is necessary in the event of a profit distribution. Most firms believe that either their profits or their workforce are too unstable to run profit-sharing programs. Many firms can accept this idea, but qualified experts are needed to design and implement the program.

The reasons that promote and hinder the implementation of programs for participation in joint-stock ownership are given in Table. 4.

Infrastructure is a set of components of any object that have a subordinate (auxiliary) character and provide conditions for the normal operation of the object as a whole. The infrastructure of an enterprise is a complex of its auxiliary and service shops, farms and services, without which the operation of the enterprise as a whole is impossible, it is a kind of “rear of production”. A distinction is made between industrial and social infrastructures, and capital construction is also singled out separately as a specific form of reproduction and development of an enterprise's infrastructure.

Table 4. Reasons for promoting and hindering the implementation of equity participation programs

Arguments "for" the participation of employees in shareholding Arguments "against" the participation of employees in shareholding The desire to improve the company's performance by increasing the motivation and commitment of employees and improving the relationship between management and employees. Use of the program as an employee income as part of the overall compensation package. Use as a source of capital, especially in small firms. Preservation of employment (through the buyout of bankrupt firms) or the creation of new jobs (through the opening of new enterprises). Transfer of ownership in cases where the existing owner is interested in selling For philosophical or ideological reasons. Owners do not want to underestimate the value of shares by increasing the number of their owners. Employers often feel that the benefits of these programs do not justify the costs, especially when the tax benefits are negligible. Most in private corporations, owners are reluctant to share the power that comes with ownership or financial information. Managers may also be reluctant to transfer ownership to employees, as they believe that the task of management will become more difficult if employees have a decisive say in the firm's operations. Many owners feel that employees do not seek ownership because they risk losing both their jobs and their savings if the company goes bankrupt.

The social infrastructure ensures the satisfaction of the social and cultural needs of the enterprise's employees.

The provision of social needs of labor collectives is carried out by a set of certain units of the social infrastructure of the enterprise, which may include: 1) canteens, cafes, buffets; 2) hospitals, polyclinics, first-aid posts; 3) own residential buildings, consumer service units; 4) schools, vocational schools, faculties and advanced training courses (centers); 5) preschool institutions, libraries, clubs (palaces of culture); 6) bases and rest houses, sports facilities, etc.

Material remuneration of labor is the key point of the social development of the organization. It combines the main costs of labor, compensation for the labor costs of workers, their social status and, at the same time, family budgets, the satisfaction of people's urgent needs for life's blessings.

The expenditure part of the family, mainly consumer, budget consists of cash expenses for paying taxes and making various contributions (including interest on loans), for the purchase of short-term and durable goods - food, clothing, shoes, cultural and household items and household items. household, to pay for housing, communal, transport, medical and other services. The balance of the expenditure and revenue parts of the budget is also an indicator of the volume of benefits received by the family during a certain time (month, year) per person.

The average per capita income and the corresponding expenses reflect the degree of family prosperity, the quality and standard of her life.

The remuneration system for work in an organization is the tangible and intangible rewards received by an employee for providing the organization with their time, health and professional knowledge, skills and experience. The remuneration system is the only and universal tool with which the fundamental tasks for the effective operation of any organization are solved:

)motivation for productivity growth (at the workplace, in a department, company, etc.);

) improving the efficiency of investments in base wages and in the bonus fund;

) improvement of indicators of the “quality” of personnel (reduction of turnover, optimization of rotation, etc.);

) improving discipline (labor, production, technological);

) improving the moral and psychological climate (employee attitude to work, colleagues, managers, company image, etc.). To successfully solve these problems, when designing a remuneration system, certain rules must be followed that reflect the target function of motivation, causal relationships between the elements of the remuneration system, the relationship between the remuneration system and organizational culture, the logic of embedding remuneration systems in personnel policy, as well as the system of interconnection with formation of employees' income in the long run:

)The remuneration system should orient the employee to achieve the result desired by the enterprise, therefore, wages are associated with the performance indicators of the organization (company turnover, profit, sales volume, plan fulfillment, quality improvement, etc.), the work group, the employee himself;

)the remuneration system should combine the rigidity of the rules for determining monetary remuneration and flexibility in responding to changes in the internal and external situation in the organization, i.e. rewards should be not only a motivator of labor activity, but also a means of management for the manager. The management of the organization should have opportunities for both rewards and punishments in the reward system;

)the reorganization of the remuneration system, on the one hand, should not worsen the financial situation of employees, but on the contrary, when developing and implementing a new system, the employee should have the opportunity to increase his monetary remuneration compared to the old system, but, on the other hand, the remuneration system should not present excessive demands on the organization, undermine its economic viability and competitiveness;

)the introduction of a remuneration system should be accompanied by a well-thought-out mechanism for informing employees about the new rules of monetary remuneration, constant monitoring of the effectiveness of the remuneration system. Thus, the development of a company's remuneration policy according to these rules is a complex process associated with strategic planning cycles, assessment and certification of personnel, the state of the external labor market, the efficiency of companies, etc. An example of possible guidelines when developing a remuneration policy according to these rules is given in Appendix 3.

Conclusion.So, an effective social policy involves the provision of all mandatory social services to the staff, which the enterprise must provide in accordance with the law. However, it cannot be limited to mandatory social services. Competition in the labor market implies the existence of social services that can attract new workers to the enterprise or keep people working here.

1.3 Methodology for analyzing the effectiveness (efficiency) of the enterprise's social policy

The calculation of the levels of social development makes it possible to compare organizations located in a certain territory and determine the level of their social development in dynamics over several years. Such information will make it possible to judge the organization's policy on the issue of social responsibility to society and form an appropriate system of relations with trade unions, state and local authorities.

An organization that has a low level of social development, especially in the section "Social development of labor", has no right to hope for the approval of society and management structures at various levels until this indicator reaches the normative value. Appropriate sanctions should be brought against such organizations - up to and including "social bankruptcy".

The formation of a social fund at the enterprise on the principle of reflecting in it events of an “individual nature” will make it possible to track the measure of labor and the measure of consumption of each employee. Profit is the result of the activities of the entire team, therefore, in the distributed part of the profit there is a share of each employee.

Table 5. Calculation of the effectiveness of the social policy of the enterprise

StepFormula, author, linkKst - staff stability coefficient This implies rotation of personnel in the team, preventing its natural aging Kst = Nc / N, where Nc - the number of employees with work experience at this enterprise for 5 years or more, N - the total number of employees, people. Social benchmark Kst - 0.8Kt - turnover rate for the number of laid-off workers Ruv / P P - average number of employees Effect from a decrease in staff turnover (monthly) Et \u003d Zn * P (Kt1 - Kt2), where: Zn - costs for a newcomer \u003d Zot / Rot, Zot - the cost of personnel selection, Roth - the number of selected candidates, P - the average number of employees The effect of training with the subsequent combination of professions employees trained in related professions, N is the calendar period for which efficiency is calculated, Goiter is the cost of training. The effect of increasing labor productivity (per month) Ep \u003d P * Dm * (P2 - P1), where: P - the number of employees, Dm - the number of working days they worked per month, P - labor productivity as the ratio of sales per day to number of employees \u003d Op / (Dm * R) Total efficiencyEs \u003d Ep + Et + Eob \u003d N * R * Dm * (P2 - P1) + N * Zn * R (Kt1 - Kt2) + Zzp * Rep * N - Goiter

Accordingly, the higher the salary of an employee, the greater his share in the fund of the social sphere, which in itself is a very tangible incentive for professional growth and the desire to make a career.

In the social sphere fund, the share of an employee should be reflected in a special account and not only increase from year to year, as he works at a given enterprise, but also decrease by the amount of social benefits consumed received from the enterprise. The share accumulated up to a certain amount will allow the employee to claim payment in monetary terms (in this case, at the expense of the consumption fund), for example, in the event of retirement or the acquisition of shares or products of the enterprise; he can also use it to pay through the enterprise for the treatment or education of his children, etc.

Modern accounting and control technologies allow you to promptly enter and evaluate the status of sub-accounts of each employee, while providing them with access to this information at any time. As the funds accumulate, the employee himself will determine the direction of their use. With a sufficiently large amount on the sub-account, he may have a desire to direct these funds to the development of social infrastructure facilities, which involves the development of a separate social strategy.

Conclusion:So, if the organization has a high level of social development (that is, the maximum value), then in relation to the employees and residents of the territory in which it operates, the “concept of social responsibility” is implemented. Consequently, it makes sense for such an organization to grant the right to established tax benefits to the local and regional budgets, or it can count on the support of society in the implementation of other social programs.

2. Social policy at Stroy-NN LLC

.1 Brief description of the enterprise and its economic indicators

The enterprise under study - Stroy-NN LLC was founded in 1998, registered by the Nizhny Novgorod Registration Chamber on January 16, 1998, certificate No. 8343 dated January 10, 1998.

The founder of LLC "Stroy-NN" is an individual - a citizen of the Russian Federation.

Location of the enterprise: 603050, Nizhny Novgorod, st. Monastyrka, 8. E-mail address: [email protected]

Stroy-NN LLC provides services for the construction of houses and cottages of any type in Nizhny Novgorod, has extensive experience in the construction of public premises and facilities, offices and representative offices. The main construction sites are located in the city of Nizhny Novgorod and the region.

LLC "Stroy-NN" has state licenses for the following activities.

-implementation of construction, installation, repair and finishing works;

performance of general construction, specialized construction, repair work and reconstruction of all types of construction and engineering facilities, as well as individual (private) buildings, using both standard and independently developed documentation;

implementation of architectural activities and other activities provided for by the Charter of Stroy-NN LLC.

Over the years of its existence, Stroy-NN LLC has successfully carried out its activities in the field of construction and finishing works.

The mission of Stroy-NN Limited Liability Company is formulated as follows: "Construction taking into account all the wishes of the customer." Now there is fierce competition between construction companies. And the winner in this competition will be the one who can ensure the highest possible quality of their activities. Therefore, the main mission in the organization is confirmed by another main goal - the availability and transformation of resources, the main ones are labor resources, fixed and working capital, technology and information. A specific other expression of the mission: "In the construction of your desires, we use only high-quality materials and the highly skilled hands of our employees."

The managers of the organization, in order to make a profit, have formulated goals in such areas as sales volumes (market share), development of new services, prices for them, quality of services, training and selection of personnel. New goals appeared as a result of the analysis of information and decisions of previous years. Goal-driven orientation pervades all management decisions. Organizational units also have their own specific goals that contribute to the achievement of goals.

Table 6. Main economic indicators activities of Stroy-NN LLC for 2010-2011. in thousand rubles

Indicators20102011Growth dynamicsAbsolute.Relative, %Proceeds from sales, thousand rubles12 61513 434+819+4.6Cost cost, thousand rubles11 51212 054+542+4.5Cost of fixed assets, thousand rubles789842+53 +8.07Value of assets, thousand rubles29 99230 044+52+0.77Equity, thousand rubles2 6223 688+1066+48.6Net profit, thousand rubles1 9872 187+200+7.02

The organizational structure of Stroy-NN LLC is given in Appendix 3.

Stroy-NN LLC uses a linear-functional organizational structure.

In general terms, the management structure of LLC "Stroy-NN" consists of the top management (general director), the middle level ( Commercial Director and chief engineer) and the lower level, including operational and economic units (see Appendix 4).

The main task of the estimate and contract department is the preparation and execution of contracts for capital construction with customers, subcontractors and other organizations.

The task of the construction and installation department is the organization and management of the process of installation of structures at facilities under construction. The construction and installation department works in close contact with the customer and the general contractor, coordinating the work on the installation of structures.

Table 7. The system of personnel indicators in Stroy-NN LLC

No. Indicator nameUnit. change. Dynamics by years 201020111. Educational composition of personnel: people --- secondary special 6662- incomplete higher education1617- higher education12152. 50 years4344- over 50 years633.Structure of personnel by gender:%--- women2328- men77724.Level of professional training (for managers and specialists)Total, persons 1717- higher education%9898- secondary special22

The number of personnel of the Stroy-NN LLC service is determined according to the staffing table, which is developed by the Branch and approved by the order of the director (see Appendix 5). In total, Stroy-NN LLC employs 94 people.

Consider the indicators for labor and wages in Stroy-NN LLC.

Table 8. Dynamics of labor indicators of Stroy-NN LLC for 2010-2011

Indicators, units change 2010 2011 Growth dynamics absolute %Average headcount949400 headcount, peopleManagers171700Specialists18191+11.11Workers5958-1-6.25Average13 50015 0001 500+10.0 wages, rub. Labor productivity, thousand rubles/person516 69504.2112.48+2.47

As can be seen from the table, labor productivity increased by 2.47% with a 10% increase in wages, which is an indication that the increase in wages was not rational.

Staff turnover is at a low level due to a competent personnel policy.

Stroy-NN LLC has developed a certain procedure for selecting and enrolling in the personnel reserve group: the selection of candidates must be carried out on a competitive basis among specialists under the age of 35 who have positively proven themselves in practical work and have a higher education; for each employee (trainee), the head of the internship (main) and the head of each stage of the internship are approved, who draw up an individual plan for the internship at each stage; heads of interns included in the personnel reserve group receive material remuneration for the successful completion by the intern of the stages of the system of service and professional advancement; the trainee is set an official salary corresponding to the new position he occupies, but higher than the previous salary, and he is subject to all types of material incentives provided for this position.

Table 9

Indicators Number of people 2010 20111. Accepted workers, total 1910 Including: for free employment 128 for the target direction: universities - colleges (technical schools) - lyceums (vocational schools) - in the direction of the employment service 31 at the request of recruiting agencies 412. Accepted, total 1910 including women 433. 1910 employees left, including: dismissed for violations of labor discipline 42 of them women 10 due to staff reductions 00 of them women 00 of their own free will, in total 158 of them women 324. Of those who resigned voluntarily, in total158 Including: due to lack of housing74 lack of childcare facilities00poor working conditions42low wages12Conflicts00unknown reason32

Documents on advanced training, training in additional training centers are filed in the personal files of candidates for promotion to the reserve. vocational education at universities, reports on the results of internships, characteristics.

Exclusion from the reserve of personnel is associated with unsatisfactory performance in the entrusted area based on the results of certification, health status, retirement, etc.

Conclusion:So, the managers of Stroy-NN LLC, in order to make a profit, formulated goals in such areas as sales volumes (market share), development of new services, prices for them, quality of services, training and selection of personnel, social policy of the enterprise. New goals appeared as a result of the analysis of information and decisions of previous years. Goal-driven orientation pervades all management decisions.

2.2 Social policy of the enterprise

In Stroy-NN LLC, the main role in ensuring effective motivation is assigned to HR managers who implement the motivational policy, and directly to managers who make decisions and provide financing for motivational projects. These managers are constantly improving their skills by taking various courses in personnel management and psychological training.

The allocation of social strategy as an independent functional strategy is a necessity due to the realities of today. At present, neither central nor regional governments can provide citizens with the necessary set of goods and services to ensure their normal life. Under these conditions, the organization is forced to pay more attention to solving social issues, compensating for shortcomings in this area on the part of the state and local governments.

The organization's social development is managed by structural divisions that unite a circle of officials whose competence includes issues of the organization's social development and social services for its personnel, appropriate powers and certain responsibility for solving social problems.

The management of social development in an organization is all the more necessary because the changes in society, caused by the acceleration of scientific, technological and social progress, lead to an increase in the role of human resources in labor activity and the importance of the personal qualities of employees, and increase the need for social partnership.

Stroy-NN LLC has a personnel department that deals with:

Work with personnel;

Providing social services to staff.

In most cases, the management of LLC "Stroy-NN" considers the ongoing internal social policy as an element of the economic strategy of the enterprise from the standpoint of the theory of social capital.

The management of Stroy-NN LLC adheres to the position that if people are taken care of, then they work better, they don’t hack. This means that the quality of products is growing, productivity is increasing. Therefore, the firm's profit also increases. Also, the organization itself looks more solid in the eyes of the public and partners.

The main tasks of organizing labor protection in Stroy-NN LLC:

-ensuring and organizing labor safety and improving working conditions is the primary concern of top management. It informs about the policy in this matter and about decisions taken(v writing- all personnel of the enterprise at all levels;

-each representative of the top and middle management, up to the workshop level (foreman) is responsible for labor safety at the enterprise, that is, at all levels of production;

the main task of labor protection is the introduction of safety equipment, the collection and preparation of documentation, the dissemination of information and the organization of training on general issues, the performance of advisory functions, organization, coordination and inspection;

special attention is paid to the inspection of workplaces, including technical safety and health issues;

workers are given the opportunity to participate in the development of occupational safety and health policy, planning and vigorous activity on labor protection. Such cooperation is undoubtedly the best way to ensure the participation of all team members in programs to improve working conditions;

improvement of working conditions and organization of workplaces, including aspects of occupational safety and health, is ensured through a special study of workplaces, which leads to improvements in the design of equipment, installations and processes, as well as to the development of more complete labor regulations;

Safety training at all levels is an integral part of vocational training.

Stroy-NN LLC employees, in solving the above tasks, for their part, cooperate with employers in the implementation of the latter's obligations to create safe and healthy working conditions through mutual consultations, involving, if necessary, technical advisers and experts.

The most important principles on which cooperation between employees and the employer is based to ensure safe working conditions at Stroy-NN LLC are:

-providing employees with clear and complete information about health hazards and accidents that may occur in the process of work, as well as about safety measures and actions to save the life of the victim, providing him with first aid; education of respect for safety regulations and stimulation of individual responsibility of the worker;

-periodic consultations and exchange of information on occupational safety and health measures with occupational safety and health committees and health workers in the enterprise;

implementation of comprehensive medical monitoring of the health status of personnel, which is the responsibility of the medical service at the enterprise.

The remuneration system for work in an organization is the tangible and intangible rewards received by an employee for providing the organization with their time, health and professional knowledge, skills and experience.

The remuneration system is a universal tool with the help of which the fundamental tasks for the effective operation of LLC "Stroy-NN" of the organization are solved:

)motivation for productivity growth (at the workplace, in a department, etc.);

)improving the efficiency of investments in the base salary and bonus fund;

) satisfaction of the interests and needs of employees in various aspects of labor activity;

)improvement of indicators of the “quality” of personnel (reduction of turnover, optimization of rotation, etc.);

)improving discipline (labor, production, technological);

)improvement of the moral and psychological climate (employee's attitude to work, colleagues, managers, company image, etc.).

Thus, the development of a remuneration policy at Stroy-NN LLC is a complex process associated with strategic planning cycles, personnel assessment and certification, the state of the external labor market, the efficiency of companies, etc.

The typical structure of the remuneration system at Stroy-NN LLC includes a fairly stable set of elements that reflect:

-component of the basic wage;

component of labor productivity;

social component;

component of the state of the labor market.

The social policy at Stroy-NN includes:

-financial assistance in connection with the death of loved ones;

one-time remuneration for the anniversary of employees (45, 50, 55, 60, 65, 70 years);

monthly allowance for women who have gone on maternity leave from 12 weeks in the amount of the average monthly salary until they go on maternity leave;

a monthly allowance for a child in the amount of three minimum wages in the Russian Federation for women on leave to care for a child under the age of 3;

insurance of employees against accidents at work, occupational diseases.

Financial and monetary incentives:

Time - bonus system of remuneration.

Employees who directly carry out equipment maintenance are paid monthly bonuses in the amount of 15% of their salary.

The following types of surcharges are established:

-for the fulfillment of the duty of temporarily absent employees due to illness, study leave, pregnancy and childbirth, child care at least 10% of the salary of the replacement;

for work at night in the amount of 45% hourly tariff rate for each hour of work;

for work in the evening in the amount of 20% of the hourly tariff rate for each hour of work;

employees who carry out internships for specialists when hiring in the amount of 25% of the salary of the probationer for the period of training of specialists;

for the expansion of the service area (maintenance of equipment of two or more types) up to 20% (by decision of the technical council);

employees bearing financial responsibility up to 20% of the official salary;

4. Monthly remuneration for the length of service is provided, depending on the duration of continuous work experience at the enterprise for both workers and management personnel:

% from 3-5 years, 10% from 5-10 years, 15% from 10-15 years;

The official salary (tariff rate) increases:

-for the qualification category directly engaged in maintenance of engineers and technicians of the 2nd category - by 20%, engineers and technicians of the 1st category by 40%; other departments and facilities - for engineers and technicians of the 2nd category - by 10%, for engineers and technicians of the 1st category - by 25%;

heads of units, leading (senior engineers) of the Stroy-NN LLC service directly engaged in maintenance by 40%, other facilities and departments - by 25%.

6. Employees are provided with:

-additional holidays for irregular working hours up to 14 calendar days;

additional holidays for a period of 3 calendar days in connection with the birth of a child, the funeral of close relatives, marriage, sending children to the army;

one paid day - September 1 (for women or single men with children under 10 years old).

Provided material and non-monetary incentives:

Bonuses and congratulations on May 9 (WWII participants), the day of the elderly, February 23, March 8, Builder's Day, New Year's holidays, the purchase of children's gifts.

Work is underway with laid-off pensioners (congratulations, bonuses).

Competitions of professional skills (awarding of winners) are held.

Non-material incentives include:

Opportunity for advanced training.

Hall of honor: "The team is proud of them" (a worthy worker is selected every six months).

LLC "Stroy-NN" uses medical insurance, which is a form of social protection of the interests of the population in case of loss of health from any cause. Health insurance is associated with the compensation of citizens' expenses due to the receipt of medical care, as well as other expenses related to maintaining health.

It is also used in Stroy-NN LLC property insurance.

Since construction activities are associated with a rather high risk to the life and health of workers, Stroy-NN LLC applies accident insurance for employees. This type of insurance provides the insured with comprehensive protection against the economic consequences of disability or death resulting from unforeseen and random events. The collective accident insurance contract was concluded by Stroy-NN LLC in favor of its employees also in the MAKS Insurance Company. Accident insurance provides for the payment of insurance coverage in case of loss of health or in connection with the death of the insured person from specified events. Insurance coverage for collective accident insurance is limited only to the period of professional activity in Stroy-NN LLC.

The organization management system includes a set of all services of the organization, all subsystems and communications between them, as well as processes that ensure the specified functioning.

In Stroy-NN LLC, as in most construction and installation organizations, two generally recognized forms of remuneration are used - a tariff salary for specialists and managers, and time and piecework for construction teams.

The time-based form is characterized by the fact that the employee's wages are calculated depending on the amount of time worked in accordance with the time sheet and the established tariff rate (or salary).

The expediency of using for the calculation of wages with the time-based form of the tariff rate of the category of the employee, and not work, is explained by the difficulties in establishing the category of work, which, as a rule, is too heterogeneous for time workers.

With piecework wages, earnings are accrued to the employee based on the final results of his work, which stimulates the employee to increase labor productivity. In addition, with such a system of remuneration, the need to control the expediency of using working time by employees is eliminated, since each employee, like the employer, is interested in producing more products.

The basis for calculating piecework wages is the piecework rate, which is the amount of remuneration payable to an employee for manufacturing a unit of output or performing a specific operation.

With individual piecework wages in a construction organization, the remuneration of an employee for his work will depend entirely on the amount of work done, its quality and piecework rates.

With a collective (brigade) piecework wage, the earnings of the entire brigade are determined taking into account the actual work performed and its rates, and the remuneration of each employee of the brigade (team) depends on the volume of products produced by the entire brigade and on the quantity and quality of his labor in the total amount of work.

For a successful impact on the labor motivation of staff, regular feedback is also necessary in the form of an assessment of the effectiveness of these impacts.

Conclusion: So, social development at Stroy-NN LLC is managed by structural divisions that unite a circle of officials whose competence includes issues of social development of the organization and social services for its personnel, appropriate powers and certain responsibility for solving social problems. In most cases, the management of LLC "Stroy-NN" considers the ongoing internal social policy as an element of the economic strategy of the enterprise from the standpoint of the theory of social capital.

.3 Cost-Effectiveness Assessment

The development of the labor potential of the enterprise team as a whole and the individual employee as a result of the managerial decisions made serves to obtain additional results from production activities.

This result is the source of the effect, which can take a different form and be evaluated by different indicators. The control effect can be expressed in the following form:

increase in output due to the growth of labor productivity and improvement of its quality;

job satisfaction (motivational effect), if work with personnel was based on taking into account social aspects in labor relations; the effect can also manifest itself in increasing labor productivity, reducing the damage from staff turnover due to the stabilization of the team;

relative cost savings due to the reduction of training periods due to the selection of professionally trained workers (the effect is expressed in savings in the funds necessary to achieve a certain state of labor potential).

There may also be an intermediate result - advanced training of employees (rank, category, class, etc.). The end result is an increase in the volume of manufactured products or revenue from the sale of better quality products. In case of detection of low efficiency from the activities carried out, approaches to the implementation of the motivational policy should be changed, based on the needs and expectations of employees, consistent with the goals and objectives of the enterprise. At the same time, it is wrong to rely completely on calculated indicators; a situational approach is needed to determine the effectiveness of the ongoing personnel policy based on the specific state of affairs in the organization. Based on the financial statements of Stroy-NN LLC (see Appendix), we will evaluate the economic efficiency of the social policy pursued in 2011 compared to 2010.

Table 10. Estimation of profit and profitability of Stroy-NN LLC for 2010-2011, thousand rubles

Indicators 2010 2011 Growth dynamics Absolute relative, % Gross profit2 0641 922+142+105 Profit (loss) from sales1 8081 917+109+104 Profit (loss) before tax2 8783 004+126+107 Profit (loss) from ordinary activities160 104+109 Net profit2 1872 283+106 Product profitability 0.300.31+0.01+101 Production profitability (total) 0.480.62+0.14+138

Thus, all types of profits grew in dynamics. The overall return on equity has a high growth rate - by 38%, which indicates the effective investment of the company's funds, since the profitability shows how much profit each monetary unit invested by the capital owners brings.

All types of profits grew in dynamics.

Table 11. Evaluation of the effectiveness of Stroy-NN LLC

1. The efficiency of the enterprise = profitcosts * 100% 2 187 12054 + 147 * 100% = 17%2. Profitability of fixed assets \u003d net profit value of fixed assets * 100% 2 187 842 * 100% = 260%3. Return on assets of the enterprise \u003d profit value of assets * 100% 2 187 32,896 + 30,044 * 100% = 3%4. Number of capital turnovers = product sales assets14,118 (32,896 + 30,044) = 0.2 turnovers

In any case, the source of the effect is the saving of funds to achieve the set goals, however, the main task of the current policy is to achieve such a state of labor potential that would provide a certain economic and social effect, and not the maximum savings in labor costs, since it is known that cheap labor strength is not always the best, especially for high quality products.

Consequently, cost minimization as an efficiency criterion should be considered in relation to the achievement of specific quantitative and qualitative parameters of the labor potential.

Table 12. Calculation of the effectiveness of social policy in Stroy-NN LLC

Indicator, calculation formulaResultКst - personnel stability coefficient Кst = Nс / N, where Nc - the number of employees with 5 years or more work experience at this enterprise, N - the total number of employees, people. Social benchmark Kst - 0.8Kst = Ns / N = 42 / 94 = 0.5.Kt - turnover rate Kt = Ruv / P Ruv - the number of laid-off workersa P - the average number of employees In 2010, 19 people quit. Kt1 \u003d 19 / 94 \u003d 0.20. As a result of motivational activities, the General Director of Stroy-NN LLC, together with the Human Resources Department, simultaneously with the recruitment of new personnel in 2011, 10 people quit. In 2011, 10 people quit. Kt2 = 10 / 94 = 0.10 The effect of reducing staff turnover Et = Zn * P (Kt1 - Kt2), where: Zn - the cost of a newcomer = Zot / Rot, Zot - the cost of personnel selection, Rot - the number of selected candidates, Р - average number of employees Costs of finding a new employee include the cost of using the Internet (50 rubles per hour) and 15 hours of work of a recruiting manager with a salary of 15,000 rubles, and amount to 1,500 rubles. Et = 1500 * 94 * (0.20 - 0.10) = 14,100 rubles , Rep - the number of employees trained in related professions, N - the calendar period for which efficiency is calculated, Goiter - training costs. The effect of training with the subsequent combination of professions Zzp = 13,000 rubles. per month per person. Kob = 2 people. N = 3 months. Goiter \u003d 10,000 rubles. Eob \u003d 13,000 * 2 * 3 - 10,000 \u003d 68,000 rubles. The effect of increasing labor productivity Ep \u003d P * Dm * (P2 - P1), where: P - the number of employees, Dm - the number of working days they worked per month , P - labor productivity as the ratio of sales per day to the number of employees = Op / (Dm * P) The effect of increasing labor productivity P2 = 504.21 rubles. P1 \u003d 516.69 rubles. is the average labor productivity per worker. Ep \u003d 94 * 20 (12.48) \u003d 23462.4 rubles. * Rep * N - ZobTotal efficiency of personnel management is defined as the sum of individual effects: Es = 23462.4 * 3 + 14,100 + 68,000 * 3 = 288.5 thousand rubles.

Thus, it is obvious that the overall assessment of efficiency, taking into account the quantitative and qualitative results of the company's activities, shows a significant reduction in costs.

To identify the effectiveness of social policy at the enterprise Stroy-NN, we conducted surveys of employees of this company. The representativeness of the results of the study was ensured by quota, serial, proportional sampling.

A total of 65 people participated in the survey. The commercial director, deputy head of the material and technical department, head of the warehouse did not take part in the survey.

Table 13 Reserves for increasing labor productivity in production, according to a survey of employees of Stroy-NN LLC

Factors for increasing labor productivity Survey results, % Improvement in the organization of the production process, improvement of technology and development of support services 12.8 Provision of materials and, blanks and tools 11.9 Labor organization and management 11.8 Improvement of the psychological climate in the production team 11.7 Condition and technical level of machinery and equipment 11.0 Introduction of mechanization and automation6.7 Improving the system of remuneration6.1 Ethical and aesthetic factors3.9 Improving working conditions4.9 Other factors17.2 Of which: reducing the number of work not related to production2.7 improving living conditions, life and recreation5.6 improving the skills of workers2.2 reducing downtime1.1 labor discipline1, 9quality of raw materials and materials1.1recruitment and placement of personnel1.2economic and social relations0.6combination of professions0.4stability of the team2.6

One of the surveys revealed reserves for increasing labor productivity: the effective use of social factors makes it possible to increase labor productivity by 1.5 times. The leading role in this is played by social psychological factors, which account for 38.7%, while the share of influence of technical and technological factors is 32.2%, and organizational factors - 29.1%

The given data show that the share of social reserves for increasing production efficiency in the total volume is estimated by Stroy-NN employees at 30-40%.

Of course, in different organizations, the composition and significance of factors may vary. To determine them, it is necessary to conduct research in each specific case.

So, in order to increase the employee's activation in Stroy-NN LLC, the correct selection and placement of personnel, the improvement of working conditions, a stable and close-knit team are of great importance.

According to the results of the study, the interest of employees in receiving social benefits from the organization remains a very significant factor.

The results of the survey revealed significant discrepancies between what the employee hopes to receive and what he actually has.

For example, 65.8% of respondents expect to receive "good living conditions", while 29.7% actually have it; 36% of the respondents are satisfied with their wages. Whereas 60.9% are not satisfied with its level; 42.5% rely on good organization labor, while satisfied with its level of 13.2%; 36.1% of respondents expect normal sanitary and hygienic conditions, and 19.2% are actually satisfied with them.

The given data show that the "life benefits" received from the enterprise play a significant role.

The study showed the high importance of social factors influencing the organizational behavior and professional activities of employees. At the same time, among the social factors, along with the increase and regularity of wage payments, the improvement of working conditions and the solution of housing problems took the first place.

Table 14. Results of answers to questions about life's blessings

Hope to get Really enjoy Life benefits Share, % Rank assigned Share, % Rank assigned Good living conditions 65,8129.74 High wages 60,9236.03 Good opportunities for applying their knowledge 29,5721.58 Good work organization 42,5313,211 Normal sanitary and hygienic conditions 36,1519.29 Safe work24 ,41022.6 Opportunity for career advancement14,213-148,914 Creative work14,213-149,413 Favorable leisure conditions27,5814.310 Opportunity to improve education14,51212.512 Opportunity to enroll children in kindergarten, nursery24,11126.06 Convenient working hours26,5936.32 Good relations3 ,5659.21Attentive attitude of the administration40.3427.05

Studies have shown that 2/3 of the respondents (61.54%) express their readiness to change jobs due to dissatisfaction with it. The factor that can influence the change of work is the salary; respondents are ready to change jobs if their earnings increase by 2.5 times. However, the group of respondents who are not going to move to another job will be ready for this if their earnings increase by an average of 2.8 times. On the contrary, respondents planning to change jobs will not do so if their salary increases by 2.3 times at their old workplace. Consequently, in addition to the interest in wages, there is another factor that keeps people from changing jobs - studies have shown that this function is performed by all kinds of social benefits provided by the enterprise to its employees.

Table 15. Social benefits that determine the motives for changing jobs or “attachment” to the enterprise, %

Social benefits Percentage of respondents with benefits at the enterprise Percentage of respondents for whom social benefits serve as a motive for changing jobs Guarantees for obtaining an apartment6,1538.46 Travel benefits8,4637.69 Food benefits23,0834.62 Ability to use enterprise facilities (for example, vehicles, equipment, etc.) e.) 17,6934.62 Vouchers to a sanatorium 20,0033.85 Provision of loans for the construction of housing, a garden house 3,0830.77 Opportunity to purchase the company's products at a preferential price 33,8529.23 Education of children at the expense of the company's funds 28,4628.46 Opportunity to use the company's products 17,6926, 92 Voucher for a child to a preschool30,0023.80 Departmental housing6,1512.31 Payment benefits kindergarten and nursery9,2310.00

Benefits (according to the urgency of their solution) are divided into two groups:

satisfaction of urgent personal and household needs in the short term (a ticket for a child to a preschool institution, the opportunity to use the facilities and products of the enterprise, payment for food, travel, etc.);

satisfaction of long-term needs (obtaining an apartment or assistance in acquiring it, the prospect of a career and high earnings, etc.).

The leading motive is the lack of a guarantee for obtaining an apartment; in second place, somewhat unexpectedly, were travel benefits (upon additional study, this fact was explained by the fact that many enterprises use the company's transport to deliver employees to and from work, which significantly saves their personal funds; in addition, cars can be used that deliver employees at home in case of late completion of work or forced delay).

During the study, the following explicit correlations were established:

) “I don’t think about changing jobs”;

) “I want to change jobs.”

Data analysis showed that the attitudes “I don’t think about changing jobs” and “I want to change jobs” are indicators of the presence or absence of a certain set of social benefits, respectively. Proud of their organization are those respondents who have benefits that meet basic needs and at the same time have a hope of getting an apartment. Disappointed are those who do not have these benefits.

The totality of social benefits, guarantees and social characteristics makes it possible to judge the social attractiveness of the enterprise, one of the indicators of which can be an indicator of the stability of the team.

Conclusion: Therefore, the possibility of obtaining various benefits and social benefits from organizations is the leading incentive for the employee. The more the measure of consumption of social benefits by the worker depends on the measure of labor, the more productively he will work. But the source of satisfaction of social needs is the profit of the organization, which adversely affects the economic interests of its owners. At the same time, owners must understand that competitive advantages products are formed by the forces of employees, who are the most important source of increasing production efficiency and strengthening the organization's position in the market.

Conclusion

So, systematizing the accumulated theoretical knowledge in the field of social and labor relations, the trends of ongoing social changes, we can conclude that each culture should have its own approach to solving this problem. This theoretical approach should be based on the social cultural characteristics of the system of social and labor relations, take into account the peculiarities of relations between society and the state, between members of this society, the economic history of the country, traditions in the field of social and labor relations, etc. This approach should reflect the understanding of the features, the uniqueness of the experience of this society. Therefore, today Russian society is faced with the task of creating an institutionally mature system of social and labor relations based on the preservation of the social and cultural characteristics of Russian subjects of social and labor relations, which are responsible for the psychological survival of individuals, and, due to their non-economic orientation, corresponding to the vector of post-industrial changes in all developed countries. countries.

The system of remuneration for work, that is, its payment and incentives, is the central mechanism for regulating social and labor relations in a modern socially oriented market economy, as well as the leading tool for motivating personnel for highly efficient work, an essential element of personnel policy.

At the same time, it predetermines the logic of the formation of incomes of the population, acts as a factor in the growth of production efficiency, and, therefore, the leading element of the system of social responsibility of both business and the state. Therefore, it is very important to have an idea of ​​the scientific foundations for the formation of effective systems of remuneration for work, as well as of the processes that occur in the practice of regulating the wages of workers.

It is obviously impossible to talk about remuneration for work in Russia without taking into account the transformation that has taken place in this area over the past 20 years, both in the views of scientists and specialists, and in real practice. Experts identify several stages in this transformation process.

At the first stage (1989-1992) - the state's complete withdrawal from economic management and its orientation towards self-regulation - the first reform took place, when wages ceased to be the employee's share in the national income, becoming the employee's share in the enterprise's income. Moreover, observance of the principle of the unity of the measure of labor and the measure of payment has ceased to be considered mandatory and necessary. However, labor organization models remained non-market due to the absence of a real labor market.

The second stage (1992-2000) of the reform was carried out in a practically unmanageable economy, and the main change was in wages. As a result of this reform of the economy, it is that wages ceased to fulfill their functions as an economic category (its share in the income of workers decreased to 30-40%), and ceased to provide even a simple reproduction of the labor force. In addition, there was a subordination of the income policy to the fight against inflation on the basis of restraining the growth of wages.

The third stage in the reform of wages begins in 2001. New laws were adopted that changed the principles of taxation of citizens, their pensions, etc. protection of wages from negative phenomena in the economy. Introduction of modern technologies for the formation and use of wage and bonus funds, as well as compensation packages; creation of a collective agreement system that reflects the interests of all subjects of the labor market when establishing payment conditions; establishing a balance between workers and employers in tax system and etc.

Traditionally, since the time of K. Marx, the basis of the analysis of labor relations has been antagonistic contradictions between labor and capital. This approach is largely explained by the real conditions of wage labor of that time (low wages, long working hours, high intensity of labor and its monotony, etc.). Such an attitude was developed not only by Marxists, but also by supporters of numerous other socialist doctrines and even catholic church.

The class interpretation of labor relations, first of all, adversely affected the understanding of the unity of the production process. Contrasting labor with capital, the Marxist approach does not recognize entrepreneurship as a type of labor activity and denies it a creative role. The orthodox version of Marxism, which dominated in Soviet Russia.

The universal patterns of development of modern social and labor relations include the following:

-the state provides minimum social guarantees for workers;

the social functions of the enterprise are increasingly beginning to determine the economic functions;

power confrontation in labor relations was replaced by a contractual process within the framework of the social partnership system;

the role of personnel management is increasing;

the role of highly skilled labor and scientific knowledge is increasing;

the importance of moral incentives in labor motivation increases;

systems of participation of workers in the management of property and profits of enterprises are being created.

Reflecting these changes, the International Labor Organization (ILO) has developed a new Concept of its activities, aimed at strengthening human rights in the workplace, the rights to decent work and a decent standard of living, to strengthen the social protection of the worker and, in general, to integrate aspects of social and economic development.

Under these conditions, Russia is forced to solve a dual task: on the one hand, to build a market economy, the effectiveness of which, as you know, is largely due to the desire to get the greatest profit, and on the other hand, to be included in the global process of creating a new type of society, with a fundamentally different direction of social development - moral. In the field of social and labor relations, this means not only increasing the efficiency of using the personal factor in the economy, but also improving the quality of social policy, their humanization. The formation of market-type social and labor relations in Russia is extremely difficult and contradictory.

It is modern mechanisms for organizing remuneration for work that correspond to the principles of a market economy and the social responsibility of business.

In Stroy-NN LLC, the main role in ensuring effective motivation is given to HR managers who implement the motivational policy, and directly to managers who make decisions and provide funding for motivational projects. These managers are constantly improving their skills by taking various courses in personnel management and psychological training.

Stroy-NN LLC, by allocating part of the financial resources for social payments to its employees, achieves the solution of various tasks:

-attracting and retaining qualified personnel in the organization;

coordination of the needs of employees and the goals of the enterprise;

the interest of employees in the high results of the work of the entire team of the organization;

creation of a favorable moral and psychological climate at the enterprise;

formation of a favorable public opinion about the organization;

providing employees with those types of social payments for which the state does not have enough financial resources;

creating confidence among employees that, if necessary, they will be provided with the type of social assistance that they are currently in dire need of.

Thus, the optimal size of social payments and their structure are an important and necessary condition for the stability and efficiency of the organization, improving the living standards of employees and their families.

As we have identified, one of the pressing problems for the employees of Stroy-NN LLC is the provision of housing for them or the improvement living conditions, as well as improving working conditions (technical and ergonomic equipment of workplaces; reduction of heavy and unhealthy work; overcoming the negative consequences of the monotony of work due to the changing rhythm of work, industrial gymnastics, the rational use of regulated breaks during the working day for rest and food; comfort social facilities).

LLC "Stroy-NN" in the field of social policy was recommended:

With an increase in production efficiency and an improvement in financial and economic indicators, the team should have a real chance to participate in shared housing construction, which can serve as a good motivation.

LLC "Stroy-NN" can direct part of its assets to loans and credits for employees (which can be considered as a form of financial activity). Here, there may be costs associated with the risks of non-repayment of loans or credits and losses from inflation (however, these risks can be insured). This is one of the ways to ensure the loyalty and stimulation of employees, which is used in modern organizations.

There is always a risk of expenses for reimbursement of a loan or credit not returned by a dishonest borrower to a third party, to whom the organization acted as a guarantor. This method cannot have a direct stimulating effect on the employee.

Stroy-NN LLC should not incur direct costs if the housing stock (housing consumer cooperative) encounters certain problems, but may incur indirect costs due to undermining the reputation of the housing stock, which operates under the auspices of the organization. This method can become an essential tool for ensuring the loyalty and motivation of employees.

Costs and benefits should be determined depending on the conditions of the housing programs in which Stroy-NN LLC participates.

The acquisition of housing by employees on their own is very rare due to the low level of wages. At the same time, the factor of loyalty and motivation is not getting housing, but, above all, interest in work and the level of earnings.

The considered model allows not only to establish the limits of the allocation of funds for social development, but also to justify the policy of the enterprise in the formation of its funds, as well as to show the interest of the enterprise team in increasing production efficiency and improving the final results of activities.

Organize a socio-psychological service in Stroy-NN LLC, the functions of which should include: regulation of production, social, interpersonal relations in the organization; settlement of conflicts arising in the process of production interactions between individual employees or departments; relations between staff and administration; personal relationships; formation of conditions for a comfortable socio-psychological atmosphere in the team; organization of corporate events for a team of employees (and possibly their families).

It is also recommended to organize a labor safety service in Stroy-NN LLC, which performs the following functions: improving working conditions; provision of labor protection measures; development of motivational programs - a system of compensations and incentives (rewards and punishments - monetary, administrative and psychological) aimed at encouraging employees to self-realization in professional activities for organizational units - in accordance with the objectives of the organization, legal norms and traditional principles of justice that have developed in social cultural environment.

In terms of social development, Stroy-NN LLC needs to continue developing specific measures aimed at further improving sanitary and hygienic working conditions (reducing noise, vibration, dust and gas content in the air, etc.). No less important should be the development of measures to maintain proper working capacity for a long time and prevent rapid fatigue. These measures will contribute to the elimination of excessive physical and neuro-psychological stress, the establishment of optimal work and rest regimes, the organization of the workplace, and the intensity of work.

Special attention LLC "Stroy-NN" should pay attention to measures that increase labor safety and eliminate industrial injuries, as well as prevent occupational diseases.

So, the main task of the current policy is to achieve such a state of labor potential that would provide a certain economic and social effect, and not the maximum savings in labor costs, since it is known that cheap labor is not always the best, especially for the production of high-quality products.

Conclusion.As it was studied, if before the recommendations the economic efficiency of the enterprise is 16-17%, then it is planned to bring this efficiency up to 25-40% in the course of implementing the recommendations to improve social policy, by increasing labor productivity and completing more construction projects by the same forces. , since labor productivity tends to increase in the course of social policy measures that contribute to this (a decrease in staff turnover contributes to a long-term fixation of an employee in the workplace and an increase in professional skills). As a result, wages will also rise. Thus, the optimal size of social payments and their structure are an important and necessary condition for the stability and efficiency of the organization, improving the living standards of employees and their families.

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Introduction.
Chapter 1. Social policy at the enterprise.
1.1. The concept of social policy at the enterprise.
1.2. Goals, means of social policy at the enterprise.
Chapter 2. Social policy at the enterprise: content.
Conclusion.
List of used literature.

Introduction.

Relevance of the research topic. The current state of the social policy of the population is characterized by the search for optimal ways to maintain social stability in labor collectives and the surrounding community while expanding the social component of the activities of enterprises. The protracted transition from a planned economic system to market relations is complicated by the insufficient development of new forms of social support for workers. State guarantees of social protection are minimal, corporate programs are under development or pilot implementation without proper methodological support.

In developed countries, the issues of the social policy of employees form an essential part of the concept of corporate social responsibility, which, in addition to regulating social and labor relations, includes social programs for the local population, measures to ensure the environmental safety of production, and in some cases, stimulation of the economic and social development of the whole society. The introduction of the principles of corporate social responsibility in the daily activities of enterprises is complemented by the growing processes of globalization, the importance of creating a positive image of corporations in the regions of presence, and obtaining additional investments through the implementation of socially responsible policies.

Russia is in the process of searching for and testing new models of the social policy of the population. The management and shareholders of leading Russian companies are aware of the need to introduce the best world models of social responsibility, however, the lack of theoretical and methodological elaboration, the lack of implementation mechanisms, and insufficient attention to the issues of social protection of workers on the part of the state do not allow us to assert corporate social responsibility as a reality of today. On the other hand, the pragmatics of modern socio-economic relations makes it necessary to take into account the interests of all social partners, since the provision of favorable business conditions largely depends on this. The search for ways to eliminate these problems determined the choice of the topic of the thesis, its purpose, subject and object of study.

The degree of scientific development of the problem. A significant contribution to the development of theoretical and practical aspects of corporate social responsibility as a key area of ​​social policy of the population was made by domestic scientists V.V. Basov, G.E. Gerasimova, A.A. Gudkov, V.I. Zhukov, B.G. N.A. Krichevsky, S.E. Litovchenko, M.V. Lushnikova, V.A. Mikheev, V.G. Pavlyuchenko, N.N. Pilipenko, N.M. Rimashevskaya, E.F. Saburov, R. A. Yakovlev, as well as foreign experts P. Drucker, J. Zvetsloot, D. Corbett, J. Kreimer, M. van Marrewiik, V. Rikke, B. Pabst, T. Peters, R. Waterman, J. Habermas and others .

However, despite a significant number of publications, there are still no scientific works in which the need for the development of corporate social responsibility as part of the system of social policy of the population would find specific theoretical and methodological support. At the same time, the socio-economic content, conceptual apparatus, legal regulation also require significant improvement.

1.1. The concept of social policy at the enterprise.

In the textbook “Social Policy” prepared by a team of professors and teachers of the Department of Labor and Social Policy of the Russian Academy of Public Administration under the President of the Russian Federation, it is noted that “social policy is the relationship between classes, social groups regarding the preservation and change of the social status of the population as a whole and its constituent classes, strata, social, socio-demographic, socio-professional groups, social communities (families, peoples, population of a city, town, region, etc.)”. Such an approach in understanding social policy makes it possible to overcome its one-sided consideration, in which the essence of social policy is analyzed by revealing its individual content characteristics. Thus, social policy is often reduced to a set of measures or activities aimed at ensuring certain parameters of the social situation, for example, the standard of living or employment of the population. Often, social policy is limited mainly to the activities of the state, without analyzing the activities of other subjects of social policy. In fact, social policy is systemic in nature. In other words, it represents an ordered system as an integrity of interrelated elements that has an integrative property. A systematic understanding of social policy is important both in terms of its theoretical development, and in practical implementation, because it is unacceptable to ignore some elements and underestimate others, not to take into account their interdependence and interconnection.

The basis of social policy is the social and labor sphere, which is a set of social and labor relations. Its main branches, blocks and components are: socio-cultural complex (health care, education, science, culture, etc.); labor market, employment services, retraining; the scope of motivations for productive labor (wages, stabilization of the standard of living of the population, etc.); system of social protection of the population; social partnership; social insurance; labor protection, etc.

According to N.A. Volgin, all the constituent elements of the social and labor sphere of an enterprise and the key directions of its corporate social policy are not ballast, but a driving environment and a system of active mechanisms, without which the functioning of the enterprise's economy, and the country as a whole, is impossible.

The scientific literature notes that social policy should be aimed at a person, personality, social communities and social groups, population, satisfaction of their social interests and needs. Is not it. Abalkin believes that the main focus of social policy at the present stage is to stimulate the economic activity of the individual. The basis of social policy is the creation of prerequisites under which each person is able, with his work, energy, initiative and talent, to provide decent living conditions for himself and his family.

According to B.V. Rakitsky, social policy should be aimed at eliminating social risks for the population and ensuring the legitimate social rights of citizens. Social policy is understood as the relationship between the main elements of the social structure of society regarding the preservation and change of the social status of the population as a whole.

A.N. Averin emphasizes that social policy is an activity aimed at solving social problems in society, developing its social sphere, creating conditions for people's lives, ensuring their social needs, interests, rights and guarantees, and providing social services.

There is a point of view that social policy is one of the main areas political activity states, political parties, public organizations that are subjects of politics, the purpose of which is the development of the classes, social groups, social strata, national or other ethnic communities, language groups that form a particular society, as well as human development.

Summing up the work done, we can conclude that the center of social policy at the enterprise should be an employee who simultaneously acts as its goal, object and subject. The current stage of development of the economy and society poses fundamentally new tasks in the field of social policy. The key characteristic of this stage is the change in the role of a person in the system of factors of production due to the increasing importance of creative and personal elements in labor processes. On the one hand, a person becomes the center of the socio-economic system, so it is necessary to better satisfy the entire spectrum of his needs, including the need for self-realization. This is both the ultimate goal of production and a condition for its sustainable development. On the other hand, social policy includes the legislative establishment and enforcement of social guarantees, the totality of which is designed to guarantee the constitutionally enshrined social rights of citizens and their implementation in the legislatively established directions, spheres and areas.

Personnel is an integral part of any organization, because any organization is an interaction of people united by common goals. Personnel management, however, as well as the organization as a whole, is a necessary element of this interaction, because. "every directly social or collaborative work carried out on a comparatively large scale needs, to a greater or lesser extent, a management that establishes coherence between individual works and performs the general functions arising from the movement of individual organs. The individual violinist directs himself, the orchestra needs a conductor ".

In the domestic literature there is no consensus on the definition of personnel management, but several approaches can be distinguished:

1. Institutional approach. From the standpoint of this approach, personnel management is considered as "a diverse activity of various subjects (among which most often there are specialized personnel management services, line and top managers who perform the function of management in relation to their subordinates), aimed at realizing the goals of the organization's strategic development and performing tactical tasks. on the most efficient use of employees employed at the enterprise.

2. Content (functional) approach. This approach is "based on the allocation of the functions of personnel management, its goals and objectives of functioning within the organization", it shows "what actions, processes must be carried out in order to achieve these goals", in contrast to the institutional approach, which focuses on , which should give personnel management for the organization ... This allows us to talk about personnel management as a special type of activity, as an integral system that has its own specific content.

3. Organizational approach. From the point of view of this approach, personnel management can be defined as a complex of interrelated economic, organizational and socio-psychological methods that ensure the efficiency of labor activity and the competitiveness of enterprises. Here we are talking about the interaction of the object and the subject, mechanisms, technologies, tools and procedures for the implementation of personnel management functions are considered.

4. An interesting approach is that the object of the personnel management system is the process of purposeful interaction and mutual influence in the joint productive activity of managers and staff. This approach defines the management system as a unity of the subject and object of management, which is achieved as a result of not only self-regulation in complex social systems, but also the targeted impact of the management object on the subject. At the same time, the object of control is social relations, processes, groups, as well as social resources and the person himself, inevitably entering into social relations, participating in social processes and groups, in the implementation of resources.

Personnel management is one of the most important directions in the strategy of a modern organization, since in the conditions of the development of high-tech production, the role of a person increases, and ever higher requirements are placed on his abilities, level of knowledge and qualifications.

The transition to market relations, the complication of economic relations, scientific and technological progress, intensively developing productive forces, lead to profound changes in labor methods, which in turn requires a clearer and more streamlined structure of management bodies, flexible methods aimed at improving the efficiency of using human resources.

Practice shows that in personnel management as an integral part of management in an organization there are two extreme approaches - technocratic and humanistic. With a technocratic approach, management decisions are subordinated, first of all, to the interests of production. The humanistic approach implies the creation of such working conditions and such content that would reduce the degree of alienation of the worker from his work activity and from other workers. According to the second approach, the efficiency of the functioning of an organization depends not only on the compliance of the number and professional and qualification composition of personnel with the specified requirements, but also on the level of motivation of employees, the degree of consideration of their interests, etc.

Thus, from the general functions of personnel management, careful development of incentive methods, a differentiated approach to labor potential in the development of principles and rules for working with personnel (manpower planning, development and implementation of personnel development programs, personnel rotation, etc.) ), improving working conditions. The organizational culture of the firm is of particular importance.

The essence of any activity can be characterized by a specific list of its constituent functions.

The personnel management system is a set of goals, objectives and main activities aimed at ensuring a constant increase in the competitiveness of the organization in market conditions, increasing labor productivity and quality of work, ensuring high social efficiency of the functioning of the team. It consists of several subsystems that perform the corresponding functions.

All functions of personnel management are present in an inseparable unity in the activities of managers and departments at all levels.

Based on this, we can talk about personnel management as a system that has an object and subject of management, between which there are organizational and managerial relations, as well as management functions that are implemented through a system of certain methods.

Technical and economic - reflects the level of development of a particular production, the features of the equipment and technologies used in it, production conditions, etc.

Organizational and economic - contains issues related to planning the number and composition of employees, moral and material incentives, the use of working time, etc.

Legal - includes issues of compliance with labor laws in working with personnel.

Socio-psychological - reflects the issues of socio-psychological support for personnel management, the introduction of various sociological and psychological procedures in work practice.

Pedagogical - involves the solution of issues related to the education of staff, mentoring, etc.

In addition to the fact that personnel management has many aspects, it can be based on various conceptual provisions. The concepts reflect the philosophy and initial principles in personnel management, on which the coordination of the interests of the organization and employees is based. They exist objectively, they can be recognized and institutionalized, or they can be implemented intuitively, without a specific organizational design.

The concept of personnel management contains the basic principles of management and its general focus, its provisions are unique in a single organization, but, nevertheless, the content of personnel management includes elements that are common. So, the content of personnel management includes:

Determining the need for personnel, taking into account the development strategy of the enterprise;

Formation of the numerical and qualitative composition of personnel (recruitment, selection and placement of personnel);

Personnel policy (principles for the selection and placement of personnel, conditions for hiring and firing, training and advanced training, assessment of personnel and their activities);

The system of general and professional training of personnel;

Adaptation of employees at the enterprise;

Payment and stimulation of labor (forms of remuneration, ways to increase labor productivity, etc.);

Assessment of activities and certification of personnel;

Personnel development system (training, career planning, etc.);

Formation of a personnel reserve;

The organizational culture of the firm, as well as interpersonal relationships between employees, administration and public organizations

The personnel management system is an indispensable component of the management and development of any organization, it is objective, because arises with the emergence of the organization itself and is independent of someone else's will. Being, in fact, one of the most important subsystems of the organization, the personnel management system determines the success of its development.

In order to better understand what the personnel management system is and how to achieve its most effective functioning, it is necessary to consider it in the consistent unity of all approaches to personnel management.

For effective functioning, the personnel management system must be built on scientifically based principles, must use the best methods and technologies that correspond to the principles underlying it, and also not contradict the general concept of the organization's development.

In the methods of personnel management and the formation of employee motivation, increasing their self-expression in work, a special place is occupied by the social policy of the enterprise, which is one of the tools for economic incentives. Firstly, the enterprise implements benefits and guarantees within the framework of the social protection of employees (social insurance for old age, in case of temporary disability, unemployment, etc.) established at the state or regional level.

Secondly, organizations provide their employees and their family members with additional benefits related to the elements of material incentives at the expense of funds allocated for these purposes from the social development funds of the enterprise.

In this way, social politics enterprises (organizations) as an integral part of the personnel management policy are measures related to the provision of additional benefits, services and social payments to their employees, i.e. elements of material incentives.

The interest of employees in working at the enterprise and its successful economic activity is the higher, the greater the number of benefits and services provided, including those not directly prescribed in the current legislation. At the same time, staff turnover is reduced, because an employee is unlikely to want to lose numerous benefits upon dismissal. Such a policy may provide additional income to workers in the case of low wages (for example, in state-owned enterprises) or be proposed in the interest of attracting and retaining a skilled workforce at high wage levels.

1.2. Goals, means of social policy at the enterprise.

Social security of employees, development of their personality, health preservation is a condition for the successful operation of an organization (firm). As a motivational management resource, a socially oriented personnel policy of an enterprise and related social services should help ensure that the employee satisfies his needs, interests and value orientations. The following main goals of social policy can be distinguished:

Identification of the employee with his enterprise (satisfaction of the need for involvement in the enterprise, following from the organic approach to personnel management);

The growth of labor productivity and the desire of workers to work;

Social security of employees;

Improving the moral atmosphere at the enterprise, creating a favorable socio-psychological climate;

The social policy of the enterprise should solve the following tasks:

Social protection of employees, implemented through a system of benefits and guarantees provided by the state, as well as by the enterprise itself;

Reproduction of the labor force, realized through the organization of wages and its regulation;

Stabilization of the interests of social subjects (employee, employer, state), implemented through their coordination.

As a tool for motivating and stimulating employees, social policy provides for the adoption of decisions related to the following aspects:

Choice of forms of providing benefits, services, payments and their types;

Assessment of the amount of possible payments, based on the tasks and financial capabilities of the enterprise;

Foreign and domestic experience in conducting social policy at enterprises makes it possible to compile an approximate enlarged list of payments, benefits and social services provided in various forms:

a) material (monetary) form:

Payments of the enterprise for the acquisition of property and property of the company (acquisition of shares of the enterprise by employees at a reduced price);

Paid temporary release from work (for example, upon marriage);

Additional compensation payments (for example, compensation for railway travel ( Railway) during the period of the next vacation - at the enterprises of the Moscow Metro);

Payment of wages to older workers in full for a reduced working day;

Payment for travel to the place of work and around the city (in the form of payment for travel tickets);

Payment and provision of educational leave to persons combining work with education in accordance with labor legislation (practiced mainly in state-owned enterprises);

Monetary remuneration provided in connection with personal celebrations, round dates of employment or holidays (money or gifts);

Paid working hours with a reduced pre-holiday day;

Provision of a company car for use;

Progressive seniority pay;

- "golden parachutes" - payment of several official salaries upon retirement of an employee. Differentiation of the amounts of payments depending on the position held and the length of service of the employee in this enterprise.

b) in the form of providing for employees in old age (corporate pension - an addition to the state pension from the company's funds);

One-time remuneration of pensioners from the firm (enterprise).

c) non-monetary - in the form of using the social institutions of the enterprise:

Subsidies for food in the canteens of the enterprise;

Payment of utilities in office housing;

Use of rest houses, children's health camps (for children of employees) on preferential vouchers;

Payment for the training of employees in various courses or in educational institutions of different levels (secondary special, higher);

Provision on preferential terms of places in preschool institutions, etc.

Payment of mobile communications bills connected at a corporate rate;

Acquisition of products manufactured by the organization at prices below the selling price, i.e. at the cost of its manufacture.

The factors influencing the amount of social payments include the size of the enterprise, its industry affiliation, the financial and economic position of the company, the level of influence of trade unions, the form of ownership, etc.

The direction of the social policy of enterprises and the structure of expenditures in different countries and at different enterprises is different. In Germany, for example, the main share in the voluntary social expenses of an enterprise is the cost of providing for workers in old age - 51.8%, cash benefits - 25.5%, training and advanced training - 11%, social needs - 9%, other expenses - 2.7%. The costs themselves can be quite high. A survey of 1,500 US enterprises showed that the share of additional payments and benefits in total labor costs at various enterprises ranges from 18 to 65%. The average share of payments and benefits in total labor costs increased from 31% in 1971 to 38% in the mid-1980s.

Some foreign firms use payroll supplements to encourage healthy lifestyles for employees. These are payments in the form of monetary rewards for quitting smoking, payments to people who have not been ill for a single working day during the year, payments to employees who are constantly involved in sports.

All payments of this kind are paid at the end of the year and are very significant in size. Although additional payments and guarantees of this kind undoubtedly increase the enterprise's labor costs, at the same time, the positive aspects of social policy are obvious (increased labor motivation, stabilization of the team, and others). Thus, the socially oriented personnel policy of the enterprise is beneficial to all participants and parties to the collective labor process.

2. Social policy at the enterprise: content.

Social policy is an integral part of the mechanism for improving the quality of the labor force and the conditions for its effective implementation. The object of the impact of social policy is not only employed employees of the enterprise, but to a certain extent and former employees enterprises, including retired ones.

The factors influencing the amount of payments include the size of the enterprise, its industry affiliation, financial and economic situation, the degree of influence of trade unions, form of ownership, etc.

An integral part of the social policy of companies is their interaction with society as a whole. The traditional practice of charity and philanthropy of companies is gradually becoming a thing of the past. Leading corporations go beyond the "classic" philanthropy - monetary or commodity assistance from the company to charitable, social, cultural organizations. The new approach is defined as a policy of participation in the life of society and includes not only the traditional material and financial assistance from the profits of the company. It includes the participation of employees of the corporation in providing support to society, and the active involvement of the company in the discussion of vital important issues on the territory where the company operates, and even the company's participation in fundraising - raising funds from other philanthropists for a joint social project.

Business for Social Responsibility uses the term "corporate community investment" and defines it as a broad range of actions aimed at improving life in the local communities where the company's divisions are located.

In order to compete, the modern organization must

own various tools and methods of management. Important

personnel management is also important for the organization, one of

whose instruments are social policy.

Social policy is an important element of the activity of any organization. The purpose of social policy as a personnel management system is to achieve, maintain, strengthen and develop the human resources potential of the organization, create a highly productive team, the highest final results of the enterprise.

The main functions of social policy are to increase the efficiency of economic activities of organizations, reduce staff turnover, including the retention of the most qualified specialists. Also, a successful social policy creates a favorable image of the organization in the eyes of the public, and in some cases, a reduction in the amount of taxes paid.

The social policy of the organization as an integral part of the personnel management policy is a measure related to the provision of additional benefits, services and payments of a social nature to employees.

The process of developing and implementing the social policy of an organization can be carried out in many areas, the most important of which are the following:

income policy;

Policy on cooperation with trade unions;

Welfare policy.

The income policy is determined by the income agreement (ratio

profit and loss), which is established at the state level and

It is specified by industry and enterprise in the form of collective agreements between employees and employers. Through the implementation of the income policy, workers receive guarantees of increased earnings while improving production efficiency, as well as protection against inflation. The most demanded direction in the development and implementation of the social policy of the organization is the policy of social security.

As part of the social security policy, the company assumes social responsibility for the staff. To this end, a fair remuneration policy based on performance can be implemented, certain social protection opportunities and a set of social benefits can be provided, which are in addition to staff remuneration and are carried out within the framework of intra-company social insurance, various assistance programs and preferential services for their employees. At the same time, the social policy of the organization implies the existence of social security, which in turn is associated with the concepts of "social protection", "social

help, social support.

Social protection is a measure to ensure

normal human life and is a practical activity

for the implementation of social policy directions. Thus, within the framework of social protection of employees, organizations implement various benefits and guarantees (social insurance for old age, in case of temporary disability, unemployment, etc.) established at the state level, create favorable working and rest conditions for employees and their families.

Social assistance and social support are activities, programs of cash payments, in-kind payments and / or services to those in need due to circumstances. In this regard, organizations provide their employees with additional benefits related to the elements of material incentives, at the expense of funds allocated for these purposes and funds for the social development of the enterprise.

The provision of additional benefits and services of a social nature is carried out in addition to mandatory payments at the initiative of the organization's management or as a result of tariff agreements between the administration and the council of the labor collective. As a result, these payments become as mandatory as those established in accordance with labor legislation.

Despite the increase in labor costs, the company benefits from increased labor motivation, efficiency and productivity. Thus, the socially oriented personnel policy of the organization is beneficial to all participants and parties to the collective labor process.

Social responsibility of business.

The social responsibility of business is the responsibility of business entities for compliance with norms and rules that are implicitly defined or not defined by law (in the field of ethics, ecology, mercy, philanthropy, compassion, etc.) that affect the quality of life of individual social groups and society as a whole.

Responsibility comes as a result of ignoring or insufficient attention of business entities to the requirements and demands of society and is manifested in a slowdown in the reproduction of labor resources in the territories that are the resource base for this type of business.

Business Social Responsibility (SSR) is a voluntary contribution of business to the development of society in the social, economic and environmental spheres, directly related to the company's core business and going beyond the legal minimum.

This definition is rather ideal, and cannot be fully translated into reality, if only because it is simply impossible to calculate all the consequences of one decision. But social responsibility is not a rule, but an ethical principle that should be involved in the decision-making process. The duty here is internal, to itself, and is based on moral standards and values ​​acquired in the process of socialization.

There is no generally accepted definition of the social responsibility of business in international practice, which gives reason to understand the term "social responsibility of business" to each in his own way.

Summarizing, we can say that the social responsibility of business is the impact of business on society, the responsibility of those who make business decisions to those who are directly or indirectly affected by these decisions.

This definition of the social responsibility of business is rather ideal, and cannot be fully translated into reality, if only because it is simply impossible to calculate all the consequences of one decision. But the social responsibility of business is not a rule, but an ethical principle that should be involved in the decision-making process.

Social responsibility of business has a multi-level character:

1. The basic level of social responsibility of business involves the fulfillment of the following obligations: timely payment of taxes, payment of wages, and, if possible, the provision of new jobs (expansion of the workforce).

2. The second level of social responsibility of business involves providing employees with adequate conditions not only for work, but also for life: improving the skills of employees, preventive treatment, housing construction, and development of the social sphere.

This type of corporate social responsibility has been conditionally called "corporate responsibility".

3. The third, highest level of social responsibility of business involves charitable activities.

Internal corporate social responsibility includes:

1. Work safety

2. Wage stability

3. Maintenance of socially significant wages

4. Additional medical and social insurance for employees

5. Development of human resources through training programs and training and advanced training programs

6. Assistance to workers in critical situations

The external social responsibility of business includes:

1. Sponsorship and corporate charity

2. Promoting environmental protection

3. Interaction with the local community and local authorities

4. Willingness to participate in crisis situations

5. Responsibility to consumers of goods and services (production of quality goods)

Types of social programs:

· own programs of the companies;

partnership programs with local, regional and federal

government bodies;

· partnership programs with non-profit organizations;

cooperation programs with public organizations and

professional associations;

· programs of information cooperation with mass media.

Business social responsibility motives:

1. The development of our own staff allows not only to avoid staff turnover, but also to attract the best specialists in the market.

2. The growth of labor productivity in the company.

3. Improving the company's image, reputation growth.

5. Coverage of the company's activities in the media.

6. Stability and sustainability of the company's development in the long term.

7. The possibility of attracting investment capital for socially responsible companies is higher than for other companies.

8. Preservation of social stability in society as a whole.

9. Tax incentives.

Tools for the implementation of social programs

1. Charitable donations and sponsorship

2. Voluntary involvement of company employees in social programs

3. Corporate sponsorship

4. Corporate fund

5. Cash grants

6. Social investment

7. Social marketing

Conclusion.

World experience shows that social responsibility in business is formed as both business and society develop. After all, strong corporations are interested in a healthy society. Support for scientific and cultural programs, youth policy, implementation of various social, environmental, humanitarian projects - all this is an integral part of promoting business in modern society.

The meaning of social partnership is to establish constructive interaction between three forces: government agencies, non-profit organizations and commercial enterprises. Social contacts integrate business into society. Today, an active social policy is becoming the key to the successful operation of an enterprise within its region.

Social investments are a special form of business relations with the state and society in order to strengthen social partnership and create the most favorable conditions for business activities. Mutual benefit is at the heart of social investing. Businesses are increasingly interested in intangible assets. First of all, in a positive image and a worthy reputation, which is the key to business capitalization. Increasingly, consumers are making a choice in favor of companies involved in significant social projects: they make purchases, invest money in stocks, link their careers with them. Charitable and sponsorship projects effectively complement the marketing and PR tools of any company: they create more opportunities for advertising, promote the development of corporate culture, strengthen the positive image of the company and, of course, serve as evidence of the stability of the enterprise in the region and in the country. The social policy of an enterprise can and should be rationally justified, well-planned and calculated from the point of view of business efficiency and its development strategy.

Sponsorship and charity are two forms of social investment. They have powerful resource potential and can serve as the basis for a full-fledged social partnership: both with society and with the state.

Thus, a socially oriented personnel policy of an enterprise and related social services should help to:

The worker identified himself with his enterprise;

The desires of employees corresponded to the goals of the enterprise;

Increased productivity and willingness of workers to work;

Employees were socially protected, provided legally or under a tariff agreement, social services were supplemented if necessary;

The employee's own initiative was encouraged in solving his problems;

The atmosphere at the enterprise improved, a favorable socio-psychological climate was formed;

A positive image of the enterprise was created among employees and the public.

The social policy of the enterprise should be:

Protective, implemented through a system of benefits and guarantees provided by the state, as well as by the enterprise itself;

Reproductive, implemented through the organization of wages and its regulation in order to ensure the reproduction of the labor force;

Stabilizing, implemented through the coordination of the interests of social actors (employee, employer, state).

As a tool for motivating employees, it provides for the adoption of decisions related to:

Choosing priorities in the direction of the social policy itself (social protection, social or medical insurance, benefits for working in adverse working conditions as a form of attracting and retaining labor in certain areas of work, etc.);

Choice of forms of granting privileges, services, payments and their types;

Estimates of the amount of possible payments based on the tasks and financial capabilities;

Selectivity in the provision of benefits and services, differentiation of the size of payments by categories of personnel, depending on the tasks solved with its help.

The main directions of social policy: ensuring employment; motivation; stimulation and remuneration of personnel; occupational Safety and Health; social protection of employees of the enterprise.

The company should pay significant attention to the whole range of social issues and their implementation in a differentiated manner depending on the specifics of the enterprises: from organizing leisure and recreation for the children of employees to providing pensions for veterans leaving for a well-deserved rest; from the implementation of the birth support program to health projects and programs to provide social benefits to the association's employees.

The Regulation “On Social Benefits and Compensations” and collective agreements are the basis of the company's social program, a significant contribution to ensuring the protection of labor and socio-economic rights, the legitimate interests of employees and maintaining a decent standard of living for them.

Following corporate values ​​and creating comfortable conditions for cooperation allows you to create a team of like-minded people who do one common thing and constantly strive for success.

In our opinion, it would be appropriate to highlight the following provisions aimed at improving the systems of social benefits and compensations:

Meals at the expense of the organization;

Holidays;

Vouchers to recreation areas, sanatoriums;

Internships abroad;

You can use Japanese technology.

"Socially responsible business: global trends and experience of the CIS countries". Edited by M.I. Liborakina, Institute for Urban Economics Foundation, Moscow, 2001

The formation of an effective management system is one of the main tasks of a modern organization, in the solution of which personnel management plays a huge role. Human resource management is one of the key aspects of a company's success. Of all the resources of an organization - brand, financial resources, technology, equipment, personnel - is the most distinctive resource. People work in the organization, and they are very sensitive to the slightest changes in the development of the organization, moods, leadership style. Personnel management should be considered as a system that includes all aspects of management that are closely related to staff motivation.

Market relations, competition and high rates of change lead companies to mobilize all available capacities, they improve equipment, introduce modern technologies, develop and finance strategies for promoting and selling products or services in detail. Along with this, the company's management understands that the effective use of all these resources is impossible without taking into account the human factor. At present, there is no doubt that human resources play a more important role in the development of the economy than material ones, that work with personnel is one of the main management functions.

In order to effectively use the human resources available to the organization, it is necessary to create conditions for people in which they would like to work for the benefit of themselves and the organization.

At present, a rather difficult situation is developing in the Russian labor market, which can be described as a “staff shortage”. There is an acute shortage of highly qualified specialists in certain areas of activity, such as marketing, sales, strategic management, information technology, etc.

The desire of companies to attract and retain highly qualified specialists leads to competition for them using various methods. Raising salaries remains one of the most important and common ways to attract and retain specialists, but is no longer a decisive factor in increasing the interest of employees to work in a particular company. Money, of course, is a powerful incentive to work. But as practice shows, the biggest problem with monetary incentives is that monetary motivation is by its nature “unsaturated”, and a person quickly gets used to a new, higher level of payment, on average this happens in 1-8 months. That level of payment, which only yesterday motivated him to a high working return, very soon becomes habitual and loses its motivating power. Therefore, the personality-oriented social policy of the organization, which plays a special role in shaping the motivation of employees, increasing their self-expression at work, is becoming increasingly important.

The social policy of the organization, as an integral part of management, is the activities associated with the provision of additional benefits, services and payments of a social nature to its employees. As a motivational management resource, social policy should provide the employee with the opportunity to meet their needs, interests and value orientations.

The main goals of the organization's social policy are to increase work efficiency, create conditions for social protection of employees and improve the moral atmosphere at the enterprise, create a favorable socio-psychological climate, and create a positive image of the enterprise in the eyes of employees and society.

The social policy of the enterprise should solve the following tasks:

• - protection of employees, implemented through a system of benefits and guarantees provided by the state, as well as by the enterprise itself;
• - reproduction of the labor force, realized through the organization of wages and its regulation;
• - stabilization of the interests of social subjects (employee, employer, state), implemented through its coordination.

As a tool for motivating employees, social policy provides for the adoption of decisions related to the following aspects:

• - the choice of priorities in the direction of the social policy itself (social protection), social or medical insurance, benefits for working in adverse working conditions, as a form of attracting and retaining labor in certain areas of work, etc.);
• - choice of forms of granting benefits, services, payments and their types;
• - assessment of the amount of possible payments, based on the tasks and financial capabilities of the enterprise;
• - differentiation of the amounts of payments by categories of personnel, depending on the tasks solved with its help, selectivity in the provision of benefits and services.

As a rule, the social policy of an enterprise is implemented through a collective agreement and local regulations on the basis of social partnership with the trade union committee of the organization's employees.

Article 23 of the Labor Code of the Russian Federation states: “Social partnership is a system of relationships between employees (representatives of employees), employers (representatives of employers), state authorities, local governments, aimed at ensuring the coordination of the interests of employees and employers on the regulation of labor relations and other directly relations associated with them.

The main principles of social partnership (Article 24 of the Labor Code of the Russian Federation) are: equality of the parties; respect and consideration of the interests of the parties; the interest of the parties in participating in contractual relations; state assistance in strengthening and developing social partnership on a democratic basis; observance by the parties and their representatives of labor legislation and other normative legal acts containing labor law norms; the authority of the representatives of the parties; freedom of choice when discussing issues within the scope of work; voluntariness of acceptance of obligations by the parties; the reality of the obligations assumed by the parties; obligatory performance of collective agreements, agreements; control over the implementation of adopted collective agreements, agreements; responsibility of the parties, their representatives for non-fulfillment through their fault of collective agreements, agreements.

It is possible to single out an approximate list of additional benefits and social services provided by organizations in addition to mandatory payments, in various forms:

Material (monetary) form:

• - "golden parachutes", which is commonly understood as an agreement between the employer and the employee, providing for the payment of compensation to the employee in the event of termination of the employment contract. Typically, such an agreement provides for certain conditions or events, upon the occurrence of which the "opening of golden parachutes" is possible. Compensation is provided in various forms. The most common is financial compensation, its size varies from the 1st monthly salary of an employee to multimillion sums. In addition, the transfer of employer shares, cash bonuses and other forms of material incentives are also used as compensation. Employers, offering employees "golden parachutes", pursue various goals. In some cases, the "parachute" acts as a means of protection against hostile seizures, stimulating the loyalty of management, or as a way to implement the so-called "PoisonPill" strategy (a common term in the United States, which refers to a strategy aimed at creating negative consequences for the party carrying out any takeover, such as a hostile takeover of a legal entity). In other cases, the "golden lifejacket" (GoldenLifeJacket - as the golden parachute is otherwise called in the US) encourages long-serving employees of the employer to retire. In addition, it is believed that the presence of such a guarantee contributes to a more attentive attitude of employees to their activities;
• - provision of annual paid leave on September 1 to mothers or other persons raising schoolchildren (grades 1-4);
• - payments of the enterprise for the acquisition of property. For many workers, housing is an urgent problem. Of course, it is difficult to provide housing for all employees in need even for a large company, but you can help the best employees buy an apartment by giving them loans on favorable terms. Wherein prerequisite is to inform the staff that the issuance of loans is determined by the economic capabilities of the organization, in addition, the conditions for obtaining loans should be determined. For example, five employees of the company with a long record of excellent work, highly qualified specialists. It may be appropriate to build housing that is rented from the company and becomes the property of the employee only after 15-20 years of work in the company. In this case, the employee will not be distracted by construction and will be able to give more strength to the performance of labor duties. In addition, during the most productive life period (15-20 years), the employee will work in the company, raise children in the spirit of devotion to his company and most likely bring them to work in it (as happens in Japanese "family" corporations). As a result, the company will not lose either in labor efficiency or in the pace of development;
• - Paid temporary release from work;
• - payment and provision of educational leave to persons who combine work with education in accordance with labor legislation (practiced mainly in state-owned enterprises);
• - cash remuneration provided in connection with personal celebrations, round dates of labor activity or holidays;
• - payment for travel to the place of work and around the city (in the form of payment for travel tickets);
• - progressive seniority payments;
• - payment of mobile communications bills when connected at a corporate rate;
• - Compensation for a shorter working day for older workers.

Material (not monetary) form:

• - provision of a company car for use;
• - voluntary medical insurance, provision of medical care. An employee of the company is provided with a voluntary medical insurance policy for a certain amount, which he can use for various medical services. In addition, the organization can implement a program of medical care for retired employees as its full-time employees (providing them with a voluntary medical insurance policy, providing services of their own health center, etc.);
• - Wellness programs aimed at maintaining good physical shape and improving the health of the company's employees. As wellness programs, we can consider the rental of gyms, courts, swimming pools for the organization's staff;
• - payment for employee training. Referral to additional training, conferences and trainings of those employees who have achieved significant results in their work, and whose successes have been recognized by colleagues. It is necessary to make additional knowledge an advantage in order to encourage employees to continue learning. At the same time, the management of the company can offer the subordinate to choose training course and provide him with the opportunity of free education;
• - paying for the education of the children of the company's employees is another motivating moment. At the same time, employees get the opportunity to educate their children for free, subject to a legal obligation (contract) for children to work for a certain period in this company;
• - joint holding of various thematic events, including sightseeing and educational and sports and recreational events. Collective "campaigns" help to establish and maintain good relationships between employees. Psychological research proved that if employees have to work alone or in an unfavorable atmosphere for a long time, they begin to experience severe discomfort, which negatively affects performance, worsens their attitude towards work, and ultimately leads to high staff turnover;
• - use of social institutions of the organization (rest houses, sanatoriums, children's health camps) on preferential vouchers;
• - provision of places in preschool institutions on preferential terms;
• - purchase of products manufactured by the enterprise at a price below the selling price;
• - improving the technical equipment and comfort of the workplace of employees;
• - subsidies for food in the canteens of the enterprise;
• - reduced rent in office housing.

In the form of providing for workers in old age:

• - one-time remuneration of pensioners from the firm (enterprise). Such payments can be treated as charitable expenses and thus reduce the amount of income tax paid by enterprises;
• - corporate pension - an addition to the state pension from the company's funds.

The greater the number of benefits and services provided by the company, the higher the interest of employees in working in the organization, in its successful activities. In addition, the existence and expansion of the social package in the organization makes it possible to reduce staff turnover, since employees are unlikely to want to lose numerous benefits upon dismissal. Social support of employees from the organization does not allow negative socio-psychological phenomena to manifest in the team.

Factors influencing the amount of payments and benefits include: the size of the enterprise, its industry affiliation, financial and economic situation, the level of influence of trade unions, form of ownership, the share of shares held by external shareholders, etc.

The direction of the social policy of enterprises and the structure of expenditures in different countries and at different enterprises is different. In Germany, for example, the main share in the voluntary social expenses of an enterprise is the cost of providing for workers in old age - 51.8%, cash benefits - 25.5%, training and advanced training - 11%, social needs - 9%, other expenses - 2.7%. The costs themselves can be quite high. A survey of 1,500 US enterprises showed that the share of additional payments and benefits in total labor costs at various enterprises ranges from 18 to 65%. The average share of payments and benefits in total labor costs increased from 31% in 1971 to 38% in the mid-1980s.

In general, we can conclude that social policy is an integral part of the mechanism for improving the quality of the workforce and the conditions for its effective implementation. In addition, it ensures the attraction and retention of a skilled workforce. One of the most important areas of the social policy of a modern enterprise is youth policy, we will discuss it in more detail in the next chapter.

An organization as a social system is a stable form of association of people with common interests and goals. Its development and functioning takes place in three interrelated directions: technical, economic and social. The technical direction is mainly associated with the improvement of means, materials and production technologies, ensuring their efficient and safe use, as well as with the degree of mechanization and automation of labor processes.

The economic direction is connected with the forms of ownership of the means of production and the results of labor and involves the optimization of the level of specialization and cooperation of production, the system of organization and remuneration of labor, the structure and methods of managing the workforce and production.

Social development is associated with the personnel of the organization, with its traditions, preferences, the development of intellectual and professional potential, the level and method of meeting the material and spiritual needs of employees, the structure of the team, interpersonal and intergroup relations, and organizational culture. The level of social development of an organization largely depends on the technical and economic aspects of its functioning, which determine the material, social, spiritual and moral conditions in which employees work, live with their families and in which distribution and consumption of material goods take place, real connections are formed between personalities, their moral and ethical values ​​find expression.

The social goal of any organization is to meet the social needs of the employee in the conditions of production, to ensure stability and security, a certain quality of working life. The social environment of the organization is determined by its social policy, which is an important element of the activity of any company. Social policy of the organization is part of the personnel policy and includes all goals and activities related to the organization's voluntary social services, as well as the provision of additional benefits and social payments to employees. The purpose of social policy as a personnel management system is to achieve, maintain, strengthen and develop the human resources potential of the organization, create a highly productive team, the highest final results of the enterprise. On the other hand, it is ensuring the growth of the quality of working life, personal development, maintaining the health of workers, satisfying their needs and interests.

Quality of working life is a set of properties that characterize the conditions and organization of labor (production life), form labor activity and ensure the realization of the labor and creative potential of the employee, in order to meet the needs of a person as an individual and as an employee. This is the level of satisfaction of the personal needs of employees through their work in the organization. The quality of working life is an integral concept that comprehensively characterizes the level and degree of well-being, social and spiritual development of a person.

The main factors that determine the quality of an employee's working life are:

• diversity and enrichment of the content of labor activity;
• realization of the creative potential of the employee; safe and healthy working conditions that ensure high human performance;
• rational organization of the labor process; the possibility of developing an employee on the basis of continuous improvement of the level of education and qualifications;
• fair and proper remuneration for work;
• stability of employment and legal protection of an employee;
• normal moral and psychological climate, absence of conflicts in the workforce;
• social usefulness of labor and its results.

Thus, the quality of working life largely depends on the social policy of the organization.

An effective social policy of an enterprise involves solving the following tasks:

• protection of employees, implemented through a system of benefits and guarantees provided by the state, as well as by the enterprise itself;
• reproduction of the labor force, implemented through the organization of wages and its regulation, a system of additional payments and benefits;
• realization of the interests of social subjects (employee, employer, state) through their coordination and corporate culture;
• development of the employee and improvement of the quality of working life.

The main functions of social policy are to increase the efficiency of economic activities of organizations, reduce staff turnover, including the retention of the most qualified specialists. Also, a successful social policy creates a favorable image of the organization in the eyes of the public, and in some cases helps to reduce the amount of taxes paid. Social policy is an integral part of the mechanism for improving the quality of the labor force and the conditions for its effective use, increasing the motivation and loyalty of employees. The social policy of the organization is influenced by internal and external factors (Fig. 8.2).

The social policy of the organization can be carried out in many directions. The choice of priorities is associated primarily with internal factors, personnel policy and corporate culture. The factors influencing the amount of payments include the size of the enterprise, its industry affiliation, financial and economic situation, the degree of influence of trade unions, the form of ownership, the share of shares held by external shareholders, etc. The material possibilities of the organization to allocate resources for additional social protection. Therefore, as practice shows, this direction is the least developed in small business, where income policy and corporate culture are mainly considered.

The most demanded direction in the development and implementation of the social policy of the organization is the policy of social security. Within its framework, the company assumes social responsibility for the staff. To this end, a policy of fair remuneration based on performance may be implemented, certain opportunities for social protection and a set of social benefits may be provided, which are in addition to remuneration of personnel and are carried out within the framework of intra-company social insurance, various assistance programs and preferential services for their employees. Provision of additional benefits and social services

Rice. 8.2.

is carried out in excess of mandatory payments at the initiative of the organization's management or as a result of tariff agreements between the administration and the council of the labor collective. As a result, these payments become as mandatory as those established in accordance with labor legislation.

Despite the increase in labor costs, the company wins in increasing labor motivation, its efficiency and productivity. Thus, the socially oriented personnel policy of the organization is beneficial to all participants and parties to the collective labor process.

In the formation of positive labor motivation of employees and commitment to the organization, increasing their self-expression in work, a special place is occupied by the social policy of the enterprise. The interest of employees in working at the enterprise and its successful economic activity is the higher, the greater the number of additional benefits and services provided by the enterprise and the more they are related to the length of service in the organization. At the same time, employee turnover is reduced, since the employee views his dismissal as the loss of numerous benefits. Such a policy can provide workers with an acceptable standard of living even when wages are low (for example, in state-owned enterprises). Similarly, it is advised to attract and retain a skilled workforce.

The use of social policy as a tool to motivate and stimulate employees involves:

• the choice of priorities in the direction of the social policy itself (social protection, social or medical insurance, benefits for working in adverse working conditions as a form of attracting and retaining labor force in certain areas of work, etc.);
• choice of forms of providing benefits, services, payments and their types;
• assessment of the amount of possible payments, based on the tasks and financial capabilities of the enterprise;
• differentiation of the amounts of payments by categories of personnel, depending on the tasks solved with its help, selectivity in the provision of benefits and services.

The structure of the organization's social policy includes elements of corporate culture: norms and principles of relations between employees of the enterprise and its management, as well as between the enterprise, the state and society; attitudes and patterns of behavior that determine the actions of the company's management to solve social problems both within the enterprise and outside it.

Corporate social policy is aimed primarily at solving social problems within the enterprise, but also affects external problems, so its implementation allows maintaining the stability of the main social systems. It contributes not only to strengthening ties and contacts within the enterprise, but also to optimizing the interaction between the enterprise and society.

Foreign and domestic experience in implementing social policy in an organization makes it possible to compile an approximate enlarged list of payments, benefits and social services provided in various forms.

• 1. Material (monetary) form:
  • payments and loans to employees for the acquisition of property and property;
  • paid additional exemption from work (upon marriage, death of parents, etc.);
  • additional holiday pay and travel allowances;
  • compensation for shorter working hours for older workers;
  • payment for travel to the place of work and around the city (in the form of payment for travel tickets);
  • payment and provision of study holidays to persons combining work with education in accordance with labor legislation;
  • subsidies and supplementary disability benefits;
  • monetary remuneration provided in connection with personal celebrations, round dates of employment or holidays;
  • provision of a company car;
  • progressive seniority payments;
  • "golden parachutes" - payment of several official salaries upon retirement of an employee;
  • differentiation of the amounts of payments depending on the position held and the length of service of the employee in this enterprise.
• 2. In the form of providing for workers in old age:
  • corporate pension – supplement to the state pension from the company's funds;
  • one-time remuneration of pensioners from the firm (enterprise).
• 3. Non-monetary - in the form of using the social institutions of the enterprise:
  • subsidies for food in canteens of the enterprise;
  • reduced rent for corporate housing;
  • interest-free loans for housing construction;
  • use of rest houses, sanatoriums, children's health camps (for employees' children);
  • payment for training employees in various courses or in educational institutions of various levels (secondary specialized, higher);
  • granting preferential terms of places in preschool institutions.

To assess the effectiveness of the corporate social policy of an enterprise, it is proposed to use two groups of indicators.

Objective indicators include the following:

• participation of the enterprise in solving the social problems of the region (participation in the implementation of state and regional social projects, compliance with environmental standards, the amount of deductions from the enterprise for charity);
• social guarantees for employees (observance of state guarantees and additional protection measures);
• effectiveness of personnel management (providing opportunities for career growth, retraining and advanced training of employees, remuneration policy, etc.);
• corporate culture of the enterprise;
• social reputation of the company.

Subjective indicators include:

• satisfaction of the employees of the enterprise with the implementation of corporate social policy in general;
• assessment of the work of the trade union organization;
• satisfaction with the possibility of additional social insurance at the enterprise;
• assessment of the possibilities of obtaining vouchers to sanatoriums and rest homes;
• assessment by employees of opportunities for advanced training at the enterprise and career growth;
• satisfaction with the psychological climate in the team, the enterprise management system;
• assessment of the social activity of enterprises in the media.

The direction of the social policy of enterprises and the structure of expenditures in different countries and at different enterprises is different. In Germany, for example, the main share in the voluntary social expenses of an enterprise is the cost of providing for workers in old age - 51.8%, cash benefits - 25.5%, training and advanced training - 11%, social needs - 9%, for other expenses - 2.7%. Some foreign firms use payroll supplements to encourage healthy lifestyles for employees. These are payments in the form of monetary rewards for quitting smoking, payments to people who have not been ill for a single working day during the year, payments to employees who are constantly involved in sports.

For Russian enterprises, the main costs are associated with incentives and additional social protection of employees of the organization: voluntary medical insurance, additional benefits and compensation. For staff development Russian companies spent up to 60% of the social budget in 2011, according to the Association of Managers. Few organizations are investing in additional pensions and solving the social problems of the region. The implementation of social policy in any case requires resource costs, while it contributes to improving the quality of enterprise management. The implementation of social programs increases the investment attractiveness of the enterprise due to the improvement of the financial performance of its activities, strengthens the reputation and image, which increases the rating of the enterprise as an employer, etc.

Example

One of the principles of the activity of the Belarusian company Intertransavto LLC is an active social position. As part of the social policy of the organization, a three-level model of social protection of employees has been developed.

I level (base) – creation of favorable conditions for work:

• worthy remuneration based on the results of work; securing employees in the organization by introducing a system of progressive payments for work experience;
• staff training, professional development;
• creation of comfortable workplaces.

II level – providing members of the labor collective with appropriate conditions not only for work, but also life:

• preferential purchase at the expense of the enterprise for employees and their children of vouchers to health-improving institutions;
• providing subscriptions to the pool for physical culture and sports, as well as material incentives for participating in various sports events;
• financial assistance to employees who find themselves in difficult life situations or who deserve material support on the occasion of some significant events in their lives (marriage, birth of a child, anniversaries, death of loved ones);
• social insurance of workers;
• assistance to needy employees in improving their living conditions.

A housing commission has been established at the enterprise, and at present, when applying for a job, the Intertransavto company is ready to help an employee who needs to improve their living conditions in obtaining their own apartment.

Most of the needy employees, with the assistance of the administration of the organization and the district, have already received the opportunity to build their own apartment in the newly created housing cooperative.

III level (higher) – social responsibility of business:

• conducting business strictly in accordance with the laws of the Russian Federation - for 10 years of existence of Intertransavto LLC, not a single situation of conflict with the law has been allowed. During these years, the enterprise has been repeatedly inspected by the competent control authorities;
• fulfillment of the national task of creating additional jobs;
• environment protection. Since 2008, the company's fleet has been replenished only with new Euro-5 vehicles. An environmental passport of the organization has been developed, in accordance with which waste is accounted for and processed. Thus, the company strives to conduct business without harming the environment;
• charity. The organization throughout its activities, even during the crisis, found the opportunity to annually provide charitable assistance to both individuals and public and budget organizations.

Over time, the management of any company, reaching a certain level in its development, begins to think not only about its profit, but also about the role it plays in the life of society. First of all, usually companies begin to pay attention to their employees, and then to their external environment, various segments of the population, and the environment. All this forms a positive image of private business and causes a sense of pride and attachment of the employee to his company.

In 2010, Intertransavto LLC became a member of the UN Global Compact, the largest international initiative in the field of corporate social responsibility. This confirmed the desire to continue their further work on creating favorable working conditions for staff, introducing international standards, improving the quality of services and making social investments for the benefit of developing not only their own enterprise, but also citizens living in their region and country.

• Personnel policy. Career at ITA // ITA. URL: intertransavto.by/ru/-ita/2012-09-26-05-34-00/ (date of access: 06/16/2012).

The social policy of the enterprise is a set of specific measures and activities aimed at the life support of the employees of the enterprise.

Social policy is designed to meet the many needs of the staff. Therefore, one of the objects of personnel motivation is the social policy of the enterprise. Its implementation allows raising the level of complexity of the impact of motivational systems.

The social policy of the enterprise should solve the following tasks:

Protection of employees, implemented through a system of benefits and guarantees provided by the state, as well as by the enterprise itself

Reproduction of the labor force, realized through the organization of wages and its regulation

Stabilization of the interests of social subjects (employee, employer, state), implemented through its coordination

As a tool to motivate employees, social policy provides for the adoption of decisions related to the following aspects:

The choice of priorities in the direction of the social policy itself (social protection, social or medical insurance, benefits for working in adverse working conditions as a form of attracting and retaining labor in certain areas of work, etc.)

Choice of forms of providing benefits, services, payments and their types

Assessment of the amount of possible payments, based on the tasks and financial capabilities of the enterprise

In recent years, HR managers have been mastering new ways to stimulate motivation and loyalty. Not only classical economic motivation in the form of cash bonuses and high salaries is used, but also non-economic incentives. These methods include organizational and moral-psychological measures.

In general, it is possible to formulate a number of rules for the effective motivation of employees and their loyalty:

Cash payments for the achievement of goals - the most common type of loyalty motivation. Such payments are made if the employee meets certain predetermined criteria. Among them may be economic indicators, quality indicators, evaluation of the employee by other persons. Each company sets its own criteria of this kind.

Payroll payments to encourage a healthy lifestyle for workers. These are payments in the form of monetary rewards for quitting smoking, employees who have not missed a single working day during the year due to illness, employees who are constantly involved in sports.

Special individual rewards - These are special bonuses paid for mastering the skills that the company needs at the moment.

Social policy of the organization - also the most important tool for stimulating motivation and loyalty.

Thus, the social policy of an enterprise as a tool for the formation of labor motivation and loyalty is an activity related to the provision of additional benefits, services and payments of a social nature to employees.

The interest of employees in working in the organization and its successful economic activity is the higher, the greater the number of benefits and services provided, including those not directly prescribed in the current legislation. This leads to a reduction in employee turnover, since the employee is unlikely to want to lose numerous benefits upon dismissal. Such a policy may provide additional work motivation and employee loyalty in case of low wages (for example, in state-owned enterprises) or rely on loyalty in order to retain a skilled workforce.