The formation of the science of personnel management began together with the formation of the theory of management as a science, which took place more than two hundred years ago, at the very beginning of the period of the industrial revolution. Then the management of the organization and the management of its personnel did not differ. In addition, the most key problems in management science were related to personnel management. The theory and practice of personnel management were the basis of management as a science. Currently, the scientific direction "Personnel Management" is formed at the intersection of the theory and organization of management, psychology, sociology, conflict management, ethics, labor economics, labor law and a number of other sciences.
The development of theories of personnel (human resources) management was influenced by various schools of management. For more than a century (the period of the industrial revolution), the role of a person in an organization has changed significantly, therefore, theories of personnel management have been developed and refined. As theories develop, they become more and more humane. Currently, three groups of theories are distinguished [Zhuravlev, 1998; Komissarova, 2002; Khachaturian, 2008; and etc.]:
Classical theories;
Theories of Human Relations;
Human resource theory.
Classical theories developed in the period from the 1880s to the 1930s. Prominent representatives of classical theories are: F. Taylor, A. Fayolle, G. Emerson, L. Urvik, M. Weber, G. Ford, A. K. Gastev, P. M. Kerzhentsev and others. technocratic approach to enterprise personnel management, which was based on the scientific organization of labor, introduced into management at the beginning of the XX century.
A specific toolkit for the implementation of technocratic management was proposed School of Scientific Management, the founder of which is considered Frederick Winston Taylor. He believed that labor is an individual activity, and workers are a means of achieving organizational goals, like machines, raw materials and equipment, the impact of the collective on the worker is destructive and makes the worker's labor less productive.
The main object, in relation to which the theoretical and methodological provisions of management in the F. Taylor system are formed, is production personnel, workers. F. Taylor considered the most important task of the manager to find and achieve the highest labor productivity of workers who were directly subordinate to this manager. It was the manager who was entrusted with all responsibility for the organization of labor in the area of production entrusted to him. At the same time, the efforts of the workers had to be focused exclusively on the fulfillment of production tasks in accordance with the established requirements concerning not only labor methods, but even individual movements. In this regard, this method of personnel management provided for:
In-depth study of the labor process in order to determine the most rational methods and actions, as well as operating modes of equipment, if any at a given workplace;
Designing the most rational (optimal) labor process or procedure for performing specific individual work (group labor processes according to the Taylor system were not designed);
Selection and training of employees in rational labor practices;
The choice of a reference worker ("good worker"), who has fully learned the "lesson" and mastered the rational methods of performing a typical job for a given production area and for a given profession;
Calculation of production rates on the basis of a previously determined reference labor intensity of work performed by a "good employee" and the development of proposals for economic incentives for employees in order to overfulfill the established production rates.
F. Taylor's methodological methods of organizing and setting labor standards were further developed in the writings of his students (first of all, Henry L. Gantt, Frank and Lillian Gilbert).
If in F. Taylor's system all components of production, including human resources, were approximately equal and were not ranked in terms of value for the implementation of certain production goals, then Henry L. Gantt one of the first to emphasize human resources, insisting on the exclusive role of personnel in the process of rationalizing the production process. The organization of production had to adapt to normal working conditions (first of all, to the choice of operating modes of equipment and working conditions).
Frank and Lillian Gilbert persistently searched for the best (only) way to do the job through the study of movement. The Gilbert couple were at the forefront of micronutrient rationing. They invented a microchronometer device, which, in combination with a movie camera, made it possible to accurately determine the number and composition of movements during a given operation. With the help of this device they were able to identify 17 basic, that is, the most frequently repeated movements of the hand, which they called "trebling". The method of forming rational operations on the basis of the "trebling approach" was one of the forms of implementation of F. Taylor's idea of the presence of a certain single optimal method of labor when performing repetitive work. Lillian Gilbert also became one of the founders of research in the field of personnel management in modern conditions. She studied the problems of scientific selection, placement and training of personnel.
In general, the theory of "scientific management" is based on the idea of minimizing capital investment in hired labor. The scientific approach required nullifying the dependence of technological processes on the subjective human factor, on the attitude to work and the quality of the work of the performers. Formation at the beginning of the XX century. principles of the "scientific organization of labor" marked the beginning of the so-called "Technocratic personnel management", the characteristic features of which were the orientation towards the individual worker, the selection and training of personnel, the division of labor, including in management activities, as well as the allocation of specialized personnel units.
The main tasks of the company management with this approach were reduced to strict control and supervision of employees; decomposition of tasks into simple and understandable elements; strict separation of managerial and executive functions; use of authoritarian
th leadership style; providing material incentives for employees; consideration of some of the interests of employees and the observance of their elementary rights.
Forming at this stage personnel management system instead of a person as a person, she considered only his function - labor, measured through the expenditure of working time. At the turn of the 1900s. some of the functions of personnel management (first of all, recruitment and accounting for the use of working hours) began to be transferred to separate divisions. In 1900, American businessman BF Goodrig organized the first recruitment office in his firm. One thousand nine hundred and twelfth year is considered an approximate date when for the first time there was a personnel department in the modern sense of the word. In the 1920s. similar divisions (departments, departments) are widespread in the United States and Western Europe.
Management concept was aimed at developing common problems and principles of management of the organization as a whole. Within the framework of this concept in the 1920s. the concept organizational structure of the company as a system of relationships with a certain hierarchy (the principle of hierarchy). At the same time, the organization was considered as a closed system, the improvement of the functioning of which is ensured by internal rationalization of activities without taking into account the influence of the external environment. There was an understanding that the organization needed to manage systematization in order to more effectively achieve its goals. These classic approaches to the administration of the activities of management personnel are associated with the name Henri Fayol and his famous 14 principles of administrative work of management personnel.
1. Division of labor, the purpose of which is to increase the efficiency of production with the expenditure of the same efforts.
2. The combination of power and responsibility. Power is the right to give orders and the power that compels obedience to them. Power is inconceivable without responsibility, that is, without sanctions (reward or punishment) accompanying its actions. Wherever power operates, responsibility also arises.
3. Discipline is obedience, diligence, special demeanor, external signs of respect, shown in accordance with the agreement established between the company and its employees. The state of discipline in any social education essentially depends on the dignity of its leaders.
4. Unity of management - only one boss can give orders to an employee regarding any action.
5. Unity of leadership - one leader and one program for a set of operations that pursue the same goal.
6. Subordination of private interests to general interests - in the company, the interests of employees should not be put above the interests of the enterprise. Face to face here are two categories of interests of a different order, but equally deserving of recognition: it is necessary to try to reconcile them. This is one of the biggest management challenges.
7. Remuneration of staff - that is, payment for work performed - should be fair and, if possible, satisfy both the employer and the employee.
8. Centralization cannot be good or bad in itself: it can be accepted or rejected depending on the views of leaders and circumstances, but to a greater or lesser extent it always exists. It boils down to finding the degree of centralization that is most favorable for a given enterprise.
9. Hierarchy is a series of leading positions, from the lowest to the highest.
10. The social order in the organization - a certain place for each person who takes his place in the structure of the company.
11. Fairness, as a result of the combination of benevolence and justice, is a means of encouraging staff to perform their duties with full zeal and dedication.
12. Moderate consistency of staff. Staff turnover is both a cause and a consequence of a poor state of affairs. At the same time, personnel changes are inevitable: age, illness, resignation, death - all this violates the composition of the organization; some employees lose the ability to perform their functions, while others are unable to take on more responsible work.
13. Initiative - the ability of the employee to create and implement a work plan. The category of initiative also includes the freedom to propose and implement ideas.
14. Unity of personnel - it should not be divided, because dividing it into hostile forces in order to weaken them, at the same time, you have to divide your own forces within the enterprise.
According to A. Fayol, the implementation of management activities in accordance with these principles should ensure the creation of an integral social organism capable of effectively solving problems and analyzing its development programs. Thus, F. Taylor's ideas about the need for a clear rationing of work and regulation of the relationship between performers and managers in order to counteract the arbitrariness of the authorities, on the one hand, and consciously reduce the intensity of labor, on the other, find their continuation and development in Henri Fayol. A. Fayol's principles are primarily focused on conditions that are more favorable for the implementation of democratic relations. In addition to the procedural conditions of effective management (division of labor, unity of management, unity of leadership, discipline, hierarchy, centralization), we are already talking about building a more perfect social organism capable of self-development based on a combination of power and responsibility, subordination of private interests to a common cause, justice, development initiatives (including the broadest involvement of staff in the development of solutions), unity of staff, i.e. solidarity in the organization.
In addition to the fundamental foundations of management, Henri Fayolle developed and the basics of functional control ("controls"). According to his concept: to manage is to foresee, organize, dispose, coordinate, control. A. Fayol considered management (in his terminology - administration) as a set of principles, rules, techniques aimed at the implementation of the most effective entrepreneurial activity with the optimal use of the resources and capabilities of the firm. Henri Fayol also belongs development of principles for building the structure of organization and production management. In his writings, he laid the foundations of the methodology of modern management and human resource management. Henri Fayol was one of the first to classify the personnel of an industrial enterprise and, with the help of special "installations" developed by him, tried to express the priorities of certain qualification requirements for each classification group of personnel.
The main features of human resource management in the methodology of the functional approach of Henri Fayol are in the differentiation of personnel, determination of the characteristics of the content of labor for each of its structural categories. The recruitment and training of personnel was also proposed to be carried out differentially, based on the rank of the vacancy and the professional characteristics of a particular job.
nosti. At the same time, advanced training of management personnel was recognized as a prerequisite for effective management of the organization.
Significant role in development bureaucratic methods of human resource management in public services played the works of the famous German sociologist Max Weber(1884-1920). As a result of studies of the system of public administration, he identified the following most important principles of the "bureaucratic" method of personnel management.
1. A clear record of the formal job responsibilities of each employee.
2. Certainty of the hierarchy of official relationships, rights and responsibilities.
3. Uniformity of implementation of formalized procedures in the management process.
4. Objectivity in the implementation of management procedures, achieved on the basis of strict observance of uniform regulations and formal rules of management activities.
5. Strict selection of candidates for job vacancies based on professional and moral requirements.
6. Periodic attestation of personnel to assess the competence of employees, primarily for making decisions on their promotion to higher positions.
The bureaucratic management system allows us to solve the problem of the daily complication of the tasks performed in terms of quality and quantity. The technical superiority of the bureaucratic administration is characterized by accuracy, speed, clarity, documentation, long-term constancy, caution, uniformity, strictness of subordinate relations, conflict prevention, and savings in human and material resources. The condition for the emergence of conscious subordination, which gives the subordinate the opportunity to recognize the justice of the domination of the leader, is the authority of the latter. Conscious obedience to authority avoids conflicts generated by the fact that modern workers do not tolerate arbitrary treatment, but demand justice. The bureaucratic system of government ensures the legitimacy of domination based on the observance of rational rules.
The possibilities of implementing the ideas of classical management in the conditions of large machine production were demonstrated
in the 1920s-1930s by Henry Ford, which produced almost every second car in the world at that time. However, already in the pre-war years and during the Second World War, in the conditions of a labor shortage and a massive restructuring of production for the production of military products, negative aspects of strict administration, extreme inflexibility of the organizational mechanism of modified versions of classical management, appeared.
Human relations theories began to be used from the beginning of the 1930s. Their authors are E. Mayo, K. Argeris, R. Likart, R. Blake and others. These theories assumed that people strive to be useful and needed by the organization, employees want to be recognized, appreciated, and involved in the processes of its development.
So, an American scientist Elton Mayo argued that labor productivity depends not only on the methods of organizing production, but also on the attitude of managers to performers, workers, that is, on a human, not a mechanical factor. The main tasks of the management, therefore, are to create conditions for the personnel under which each employee would be aware of his usefulness, to provide employees with a certain freedom and independence, to involve subordinates in solving simple business problems of the company, and to develop a sense of their own importance among the personnel.
The main ideas of E. Mayo's concept were formulated in the form of conclusions from experiments he conducted with employees in Hawthorne at the Western Electric plant in the 1930s, where by the beginning of the experiments there was a high turnover among skilled workers and a high level of employee dissatisfaction with conditions. labor. After the optimization of working conditions of a group of telephone relay assemblers, proposed by E. Mayo, the labor productivity of female workers increased. As a result of interaction in the group, good human relations have developed between the employees, thanks to which a positive attitude towards work has been formed. Further, it was revealed that the effect of wages, hours of work, lighting, etc. is mediated by the position of the employee in the group and the attitude of the group to the listed factors, as a result of which a hypothesis was formulated that motivation to work and labor productivity are associated with the nature of social relations established between workers in the labor process. The main theoretical conclusion of the experiment was the awareness of the dependence of the labor productivity of the worker on the manager's attention and interest in him, as well as the employee's intrapersonal motivation.
Experiments in Hawthorne have verified the results of many years of independent research on the problems of improving methods of human resource management. An example of such research is theoretical and practical development Chester I. Bernard, who for over 20 years (1927-1948) served as President of the New Jerry Bell Telephone Company and put his scientific ideas to the test.
From the standpoint of a systems approach, he assessed the prospects for the spread of small groups in production. Under certain conditions, small groups strengthen the social structure of the organization and increase productivity by exploiting the opportunities for interaction of personnel in the process of work, that is, the potential for cohesion. Chester E. Bernard's views on leadership have found their development and confirmation in a number of leading modern management methods and are now considered classic. He was one of the first to single out formal and informal organizations in the social structure of production, understanding the latter as social interactions that do not have a consciously coordinated common goal. At the same time, the presence of informal organizations, interactions, connections in the team is, in his opinion, a prerequisite for the normal operation of formal structures, effective cooperation and interaction of management and production personnel.
In addition, the results of the Hawthorne experiments provided practical support for research Mary Parker Follett, which in her works (1918-1920) raised the problem of the influence of a favorable working climate in the team on the growth of efficiency.
The Hawthorne experiments were the socio-economic justification for the introduction of human resource management methods based on the theory of "human relations". They showed a strong causal relationship between job satisfaction and staff performance improvement. In this regard, it was recommended to replace individual incentives with group incentives, and to strengthen administrative and economic impact with socio-psychological methods that ensure an increase in job satisfaction and the spread of the practice of a democratic leadership style.
The views of the school of "human relations" were the realization of the desire of management to consider each industrial organization as a certain "social system" subordinating
not only economic, but also social laws, and people - not only as a factor of production, but also as members of the social system. Informal relations in the production process were recognized as a significant organizational force, capable of either boycotting the orders of management, or promoting its implementation. therefore functions of the leader began to be subdivided into economic (maximizing profits) and social (creating and stabilizing efficiently working teams and groups).
Human resource theory, authors of which are A. Mas-Low, F. Herzberg, D. McGregor and others, are modern. The difference between the concept of "human resources" and the concepts of personnel and personnel management, which are the basis of the schools of "scientific management" and "human relations", is the recognition of the economic feasibility of investments associated with attracting labor, maintaining it in an able-bodied condition, training and even creating conditions for a more complete identification of the possibilities and abilities inherent in the personality. If personnel management was based on the idea of employees as a certain set of professional abilities, then the modern concept of human resource management considers people as a key resource and social value and justifies the expediency of a strategic, investment approach to their formation, use and development like other types of resources. The employee is considered not just a position in the staffing table, but acts in the unity of three interrelated components: labor function, social relations and personality.
Model A. Maslow is based on the following assumptions:
A person's behavior is entirely determined by his needs;
A person's needs can be broken down into a certain number of homogeneous groups. In different versions of A. Maslow's theory, five or seven groups of needs are distinguished. In fig. 1.2 there are seven groups. In the variant with five groups, cognitive and aesthetic needs and needs for self-actualization are combined under the name of needs for self-realization. The most widespread is the variant with five groups of needs;
Human needs can be ranked according to the priority of their satisfaction (it is convenient to represent this hierarchy of needs in the form of a pyramid, while the needs of the lowest level are satisfied first);
At each moment of time, human behavior is determined by the needs of only one level - the lowest of the unsatisfied (the needs of the lower levels do not have an impact, since they are fully satisfied).
Rice. 1.2. Maslow's hierarchy of needs.
In proposing this hierarchy, A. Maslow emphasized that all needs, including the highest, are inherent in any person normally brought up in the conditions of human culture. Primary needs are genetically inherent, and secondary ones are usually realized with experience. A. Maslow's theory of motivation asserts that when the needs of a lower level are satisfied, a person's attention is directed to meeting the needs of the next, higher one.
This theory is based on the belief that an unmet need creates tension and leads to a disequilibrium state. To restore balance, a goal is set that will satisfy this need, and a line of behavior is chosen that will lead to the achievement of this goal. Consequently, any behavior is motivated by an unmet need.
One of the consequences of A. Maslow's theory says that needs of a higher order (for respect and self-realization) give the greatest impetus to motivation: they increase when they are satisfied, in contrast to primary needs, which become less intense as they are satisfied.
Despite its intuitive attractiveness and great influence, and overall good agreement with empirical data, Maslow's theory requires overly strong assumptions, the most controversial of which is the thesis that human behavior at any given time is determined by the needs of only one level. It is known that most human actions have several motives, and even if one of them prevails, one should not forget about all the others [Kotlyarov, 2009].
From about the end of the 1950s. the school of "human relations" grew into school of "behavioral sciences"(or behavioristic). If the first mainly focused on methods of establishing interpersonal relationships, then the object of the second study was to a greater extent the methodology of increasing the efficiency of an individual employee. The largest representatives of this trend were Frederick Herzberg, Douglas McGregor and Rensis Likert, who studied the problems of social interaction, motivation, power and authority, organizational structure, communications in organizations, leadership, etc. The development of these particular approaches led to the creation in modern organizations a special management function called "human resource management", the purpose of which was to increase the welfare of workers and maximize on this basis personal contributions to the efficient operation of firms.
The greatest practical distribution and popularity among the approaches related to the concept of "human relations" received method of "enrichment of labor". This method made it possible to significantly increase the efficiency of work associated with local fatigue and high neuropsychic stress with strict requirements for the quality of performance of production tasks. The method of "enrichment of labor" has its own completely original Frederick Herzberg's “theory of two factors”. In 1957, an American psychologist and his colleagues from the psychological service of the city of Pittsburgh, after conducting a study of satisfaction and dissatisfaction with the work of two hundred accountants and industrial engineers, found out how
which conditions cause a particularly good or especially bad attitude towards the work performed. The information obtained allowed us to conclude that there are two groups of factors (Table 1.1) that have a special and very specific effect on attitudes towards work.
Supportive (or hygienic) factors are related to the environment (for example, company management policy, sanitary and hygienic working conditions, wages, etc.) - if their level is insufficient, then a person develops dissatisfaction with the work. When they reach a certain level (and exceed it), this dissatisfaction disappears, but satisfaction does not appear. An increase in the level of hygiene factors cannot motivate a person to do anything.
Motivating factors (or motivators) are associated with the nature and essence of work (promotion, recognition and approval of work results, etc.) - their insufficient level does not lead to dissatisfaction from the work, but if their level is sufficient for the employee, then this causes satisfaction of employees and will motivate them to improve the efficiency of their work [Kotlyarov, 2009].
table 1.1. Motivating and hygienic factors (according to the "two-factor theory" of F. Herzberg)
|
Motivating factors |
Hygienic factors |
|
Work on its own |
Environment |
|
Achievements |
The control |
|
Recognition of achievements |
Labor policy of the organization |
|
Responsible work |
Working conditions |
|
Growth and development |
Wage |
|
Social status |
|
|
Relationship between people |
Especially important for the development of human resource management as a science was theory"NS- Y»McGregor, according to which, according to the “X” theory, a person has an innate antipathy to work, tries to escape from it, needs compulsion to work and sanctions in case of evasion; the person does not want to be responsible and prefers to be led; he has little vanity,
and most of all he needs confidence in the future. In contrast to this, in accordance with the theory "Y", a person's attitude to work develops under the influence of his experience. In principle, he is ready to develop his skills, take responsibility and realize his goals. In this case, the person does not need constant control and develops self-control. But for this you need to create the appropriate conditions.
Based on these opposing views of human attitudes towards work, there are two diametrically opposed methods that can be used in relation to human resource management. Traditional governance is based on an autocratic leadership style and reflects the concept of "Theory X".
The motivational mechanism of "theory Y" is focused on encouraging personnel to realize the highest needs of self-actualization, which at the same time have a rational material basis. Human resource management policy based on "theory Y" presupposes not the "embedding" of the employee in a rigid organizational system, but his integration into the organization. The latter means the use of such management methods and the creation of such conditions of activity under which each employee can achieve his personal goals only with the most successful work of the enterprise. At the same time, human resource management methods are designed to create such a management situation in which the realization of the interests of the personal success of each employee is associated with the need and sufficiency of the full use of their forces and creative abilities in order to achieve the goals of the organization. At the same time, the transformation of external control into self-control and self-discipline occurs quite naturally, and organizational principles and requirements (for example, in relation to the maintenance of equipment) acquire the importance of integral elements of self-organization, reflecting the level of production culture.
Ideas that are very close in content to the X-Y theory have found a peculiar form of expression in Rensis Likert's four human resource management systems.
System 1. Employees are encouraged to work primarily with the help of negative incentives (threats and coercion) and only in special cases - by remuneration.
System 2. Rewards in it are used more often than in system 1, but negative incentives in the form of threats and punishments determine rather the norm. Information flows descend from the highest levels of government
the hierarchy, and only minor decisions are delegated to the lower levels of management.
System 3. Personnel have more trust, which is reflected in the wider practice of delegation of authority, but all significant decisions are made at the highest levels of management.
System 4. The social-production system operates on the basis of mutual trust of management and production personnel using the widest exchange of information. Decision making is carried out at all levels of the organization, mainly at the objects of emergence of questions and critical situations.
In the course of numerous studies, a comparative analysis of the state of affairs in organizations adhering to one or another management system within the framework of the classification developed by him, R. Likert determined that it is precisely in the conditions of management of system 4, in which personnel experience greater professional satisfaction, that a higher level is observed. performance in the long run.
A revolution in human resource management caused penetration into the westernHR-management at the end of the XX century. ideas of the Japanese model of personnel management.
Famous American Scientists T. Peter and R. Waterman, After critically comprehending the Japanese experience in personnel management, we formulated the following conclusions, enriching the content of the latest concepts of human resource management:
Action orientation, predisposition to accomplishments and innovations;
Constant satisfaction of the needs of the consumer, anticipation of his desires;
Support for self-reliance and entrepreneurship, encouragement of enthusiasts;
Considering people as the main source of increasing labor productivity and production efficiency;
Connection with life, value guidance;
Commitment to your work;
Simple organizational form and modest management staff;
Coexistence of centralized governance in relation to core values and maximum autonomy of working groups.
Another American scientist, professor at the University of California W. Ouchi, in his "TheoriesZ» highlighted the following principles of Japanese human resource management:
Lifetime hiring of workers;
Group decision making;
Individual responsibility;
Personnel assessment and promotion;
Non-specialized career;
Comprehensive care of employees;
Informal control.
In the case of “life-long employment”, an employed person, having entered the company after graduation, does not leave it throughout his working life. The entire Japanese HR-management system is subordinated to this principle; for example, the remuneration system is structured in such a way that a significant part of an employee's income depends on the length of service in the company and annually increases by a certain share.
In the eyes of its employees, a Japanese corporation is not so much a production and economic system in which employees unite for joint work, but a social system, a community of like-minded people bound by mutual obligations into a single family. In the system of labor motivation, moral factors come to the fore: an employee cannot work badly for his “family” (and, therefore, for himself), cannot fail to fulfill his obligations and not justify the expectations and trust of members of the “family”. With the prevalence of such labor motivators, the need for strict regulation and control over workers disappears. Moreover, performers can to a large extent be transferred the functions of improving, rationalizing and increasing the efficiency of the elements of the labor process they perform. Thus, the necessary conditions arise for the widespread use of self-government in the workplace.
Modern human resource management systems are based on humanistic approach to human governance and proceed from the concept of organization as a cultural phenomenon. At the same time, culture is viewed through the prism of the corresponding development standards, which are reflected in the system of knowledge, ideology, values, laws and everyday rituals of social communities. According to the humanistic approach, culture is viewed as the process of creating a reality that allows people to see and understand
being, actions, situations in a certain way and give meaning and meaning to your own behavior.
An idea of the evolution of the concepts of human resource management is given in Table. 1.2.
table 1.2. Evolution of the concept of human resource management in an organization
|
Years |
Concept |
The worker is considered how |
|
HR management |
Bearer of labor function |
|
|
Personnel Management |
Subject of labor relations, personality |
|
|
Human Resource Management |
Key strategic resource of the company |
|
|
Humanistic management concept |
Not people for a company, but a company for people |
The most famous at the present stage of development human resource management concepts are associated with the "matching model" and the "Harvard model" [Armstrong, 2002, p. 11].
Compliance model, developed by the "Michigan School" of management, proceeds from the assumption that human resource management and management of the organizational structure of the company must be consistent with the organizational strategy (hence the name of this model).
Harvard Model(or model 4C) was developed by Harvard Business School specialists as a means of researching HR management problems within a broader business environment than the generally accepted tasks of attracting, selecting, training, certifying personnel, maintaining personnel document management, etc.
According to this model, HRM policy should be based on the analysis:
The needs of various groups of business stakeholders;
Taking into account a number of situational factors.
Model 4C is based on the so-called “Stakeholder theory”, assuming that since the organization is owned and managed by different groups of stakeholders, then the task of human resource management is to achieve a reasonable balance of meeting the interests of these groups. An example of an interest
The authorized persons can serve as shareholders, various categories of employees, customers and users of the company's products, creditors (including banks), trade unions, as well as federal and regional government bodies and local governments.
Stakeholders (beneficiaries) may not hold formal positions in the company, although they all "invested" something in the organization, be it their own labor, financial or other resources. Therefore, each stakeholder expects to receive remuneration from the organization and, as a rule, seeks to influence how it is determined. Based on this, the company's management should:
Identify all persons interested in the organization;
Determine the minimum return that each stakeholder agrees to receive;
Seek to influence the perception of stakeholders of the organization (for example, by convincing shareholders that a very high level of dividends is not in the long-term interests of the company, or by convincing employees that higher wages are not possible this year);
Identify key individuals in each stakeholder group and establish particularly supportive relationships with them.
Among situational factors taken into account by the 4C model, include labor market conditions, moral qualities and motivation of workers, management style (which itself partially depends on the culture of the local community), technologies used in production and the nature of work methods (for example, whether specialization and division of labor are required), etc.
The key factor is the conjuncture of the labor market, which unites all those who are looking for work, and all companies, government and other organizations that are looking for workers. Labor markets operate at the regional level, at the level of the branch of the national economy, at the national and international levels. There are also submarkets for different categories of employment, qualifications, educational level, etc.
Other situational factors of importance are:
The form of ownership of the organization and the nature of accountability
executive bodies of the company;
The influence of trade unions and professional associations;
Labor legislation and business practices in the industry in which the organization operates;
Competitive environment;
The ability of senior management to coordinate activities and manage business processes.
Stakeholder expectations and situational factors should be taken into account when developing a human resource management strategy and influence HRM policies to address issues such as remuneration systems, the degree of control over workers, and the preference for labor-intensive versus capital-intensive methods. jobs, etc. Increasing competition in business can force a company to increase productivity, lay off surplus labor, restructure the administrative system, and so on. Rising educational standards can lead to a corresponding change in job responsibilities and provide the employee with greater autonomy.
The effectiveness of the results of human resource management, according to the 4C model, it should be assessed in four areas - corporate loyalty, competence, team consistency and corporate cost effectiveness (from the English. AC - commitment, competence, congruency, cost-effectiveness).
Under corporate dedication This implies employee loyalty to the organization, personal motivation and commitment to their work. An employee's loyalty to their company can be gauged by looking at employee views, employee turnover rates, absenteeism statistics, and by having a final interview with departing employees.
Competence concerns the level of qualifications of workers, their professional skills, the need for their training and retraining and the potential to perform work at a higher level. This indicator can be assessed through employee appraisal systems and the preparation of a list of professional skills. HRM policies should be designed to attract, retain and motivate highly professional, competent people.
Team consistency means that both management and employees of the company share the same views on the goals of the organization and
work together to achieve them. In a well-managed organization, people at all levels share a common vision of the factors that determine the organization's prosperity and future prospects. These general views relate to the basic principles that underlie the management of the organization's work. To some extent, these views can be created by management through the system of internal communications, leadership style, organizational system and methods of work, but they can only be maintained and executed day after day in the course of routine work by the employees of the organization. A clear sign of consistency in the organization is the absence of complaints and conflicts and the harmony of labor relations.
Corporate cost efficiency concerns the efficiency of the company's operating activities. Human resources must be used in such a way that their benefits are most productively utilized. The volume of production should be maximized with the least expenditure of resources and materials, the organization should be able to respond quickly to the opportunities offered by the market and to changes in the business environment.
The Harvard Model suggests that human resources policy should be aimed at improving the level of each C. For example, corporate loyalty should be strengthened through improving the flow of communication between management and employees, while the level of competence should be increased through additional training and education. Due to this the main problems associated with the implementation of the 4C model, are as follows.
How can these four basic variables be accurately measured?
The likelihood of conflicts between cost efficiency and consistency (especially if aiming for the former means lower earnings).
A huge variety of variables, potentially suitable for almost any situation with human resources (it is often simply impossible to identify the key factors that determine the real nature of a particular situation with human resources).
Recognition that sometimes technology or working conditions make it nearly impossible to raise the level of any
th of the four Cs (for example, some types of work are inevitably dirty, boring, repetitive, and still have to be done by someone) [Graham, 2003].
Thus, currently in modern high-tech market companies the conceptHR-management has been elevated to a traditional personnel management system.
| Previous |
The personnel management process includes the following main areas of activity
1) Personnel planning, carried out taking into account the needs of the organization and external conditions
2) Search and selection of personnel
3) adaptation of new employees
9. =/=/=/=/=/=/=/=
1) Analysis of work and labor rationing.
2) Labor incentive system.
3) Development training, which is designed to increase the potential of employees, their contribution to the achievement of the organization's goal.
10. =/=/=/=/=/=/=/=
1) Evaluation of performance, comparison of work results with existing standards or goals set for specific job positions.
2) Intra-organizational movements of employees, promotions and demotions, transfers reflecting the value of employees to the organization.
3) Formation and maintenance of organizational culture, traditions, orders, norms, rules, standards, and values that ensure the effective functioning of the organization.
11. Management as a specific type of social activity is based on financial target and material resources and includes three areas:
1) Planning (Determining the goals and objectives of the enterprise, ways of implementation)
2) Organization that streamlines and regulates the activities of people.
3) Personnel management.
12. The system of flexible entrepreneurial management in society, aimed at effective regulation of social. the position of all participants in public life, to ensure civilized existence is called SOCIAL WORK MANAGEMENT.
13. Social workers, employees of social services and institutions. protection, the whole system of protection that develops between people in the provision of social services. assistance to the population - OBJECT OF MANAGEMENT
14. Leadership staff of services and institutions of social. protection, the control bodies formed by them, endowed with management functions - THE SUBJECT OF CONTROL
15. Types of activities of management bodies and officials with the help of which they influence the controlled object - CONTROL FUNCTION
16. The first mention of the social. work as such refers to 1750 BC (Babylon)
18. As a basis for the classification I took the time factor and functions in its classification are presented as successive stages: foresight, organization, management, coordination, control - FIOL.
19. Representatives of the classical theories of personnel management are:
3) WEBER (WEBER)
20. Representatives of theories of human relations are:
2) ARJERIS
21.=/=/=/=/=/=/=
1) HERZBERG
23. =/=/=/=/=/=/=
1) HERZBERG
3) MACGREGOR
24. By developing true scientific foundations of production, scientific selection of workers, scientific friendly cooperation between management and workers, education and training - these are the four great basic principles of management developed by Taylor.
25. Allocated 14 management principles: division of labor, power, discipline, unity of management, unity of leadership, subordination of private interests to the general, remuneration, centralization, hierarchy, order, fairness, constancy of personnel, initiative, unity of personnel - FIOL.
26. The theory of activity motivation based on the classification of human needs was developed by OIL.
27. Personnel management functions:
1) Planning
2) Determination of methods of regulation (attraction of personnel)
28.=/=/=/=/=/=/=
1) Recruiting, selecting, evaluating and hiring employees.
2) Adaptation, training and professional development of employees.
29. There are 3 groups of personnel management methods:
1) Administrative
2) Economic
3) Socio-psychological
30. Methods of management based on relationships in the one-man management of discipline and responsibility relate to ADMINISTRATIVE.
31. Management methods based on the action of economic mechanisms of motivation, stimulation of active production activities are ECONOMIC.
32. Methods of management based on the use of social. mechanism of government (system of collective relationships, social. needs) are SOCIAL - PSYCHOLOGICAL.
33. Functions of three-tier personnel management:
1) Advance control
2) Operational management
3) Final control
34. Goal setting, forecasting, planning- PRELIMINARY CONTROL.
35. Organization, coordination of leadership, motivation - OPERATIONAL CONTROL.
36. Control, accounting, analysis- FINAL MANAGEMENT.
37. Organizational interactions aimed at organizing the production and management process include:
1) Organizational regulation,
2) Organizational regulation,
3) Organizational - methodical instruction.
38. Soc. work as a form of professional social social and political activities include:
1) Assistance in creating normative conditions for every person in society
2) Identifying social problems
3) Prevention, elimination and mitigation of personal and social conflicts.
39. =/=/=/=/=/=/=
1) Development of communication skills, independence and tolerance.
2) Search and development of sources of help
3) Identification and consideration of the abilities of a person with disabilities.
40. Scientists theorists and practitioners in the field of personnel management:
1) 4 principles of personnel management - TAYLOR
2) 14 principles of personnel management - FIOL
3) the principle of competence, interest - FORD.
41. All various interpretations of the definition of the concept of personnel management can be combined into several groups:
1) Motivational definition
2) Descriptive
3) Teleological
4) Descriptive - teleological
42. The definition of "Personnel management" is a continuous process aimed at targeted change, motivating people to get the most out of them, and, consequently, the highest final results - MATIVATIVE DEFINITIONS
44. The definition of "Personnel management" is an independent type of activity of managers, the main goal of which is to increase the productive creative output and activity of personnel, focus on reducing the proportion and number of production and managerial workers, develop and implement a policy for the selection and placement of personnel, develop admission rules and layoffs of personnel, training and advanced training of personnel - DESCRIPTIVE
46. The definition of "Personnel management" is a set of management measures that ensure the compliance of quantitative and qualitative characteristics of personnel, the focus of their labor behavior, the goals and objectives of the enterprise - TELEOLOGICAL DEFINITIONS
1) Kibanov
2) Zakharov
48. The definition of "Economics of personnel" is a field of activity characteristic of all organizations, its main task is to provide the organization with personnel and the purposeful use of personnel - DESCRIPTIVE - TELEOLOGICAL
50. The authors of the statement Human resource management is an activity performed in enterprises that contributes to the most effective use of people to achieve organizational and personal goals are:
2) Lobanov
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Date the page was created: 2017-10-25
Personnel management theories (classical theories, human relations theories, human resources theories, modern theories)
The formation of the science of personnel management began along with the formation of the theory of management as a science, which happened more than a hundred years ago, at the very beginning of the industrial revolution, then the management of an organization and the management of its personnel did not differ. Moreover, the key problems of management science were related to personnel management. In other words, the theory and practice of personnel management were the basis of management as a science.
Currently, the scientific direction "Personnel Management" is formed at the intersection of sciences: theory and organization of management, psychology, sociology, conflict management, ethics, labor economics, labor law, political science and a number of others. Due to the fact that the theory of personnel (human resources) management developed together with various schools of management, the latter left an imprint on the name of the former. For more than a century (the period of the industrial revolution), the role of a person in an organization has changed significantly, therefore, theories of personnel management have been developed and refined.
Currently, three groups of theories are distinguished: classical theories, theories of human relations and theories of human resources. Prominent representatives of classical theories - F. Taylor, A. Fayol, G. Emerson, L. Urvik, M. Weber, G. Ford, A. K. Gastev, P. M. Kerzhentsev and others. Representatives of the theory of human relations include: E. Mayo, K. Argeris, R. Leek.
Classical theories imply a techno-economic (technocratic) approach to personnel management of enterprises, which is based on the scientific organization of labor, introduced into management at the beginning of the 20th century. The main tasks of the company management were reduced to: strict control and supervision of employees; decomposition of tasks into simple and understandable elements; strict separation of managerial and executive functions, the use of an authoritarian leadership style; providing material incentives for employees; consideration of some of the interests of employees and the observance of their rights.
In the first third of the XX century. the concepts of human resource management, in particular, the theory of the school of human relations, are being developed that meet the requirements of the production and economic processes of companies. In these studies of the school of human relations, it was assumed that people strive to be useful and needed by the organization, employees want to be recognized, appreciated, and involved in the processes of its development. The main tasks of the management were: creating conditions under which each employee would be aware of his usefulness, providing a certain freedom and independence in work, interaction between the manager and subordinates and the latter's participation in solving simple problems of the company, and the formation of a sense of the importance of personnel.
In the second half of the 20th century, modern theories appeared, each of which in its own way tried to explain this complex type of management activity. The whole set of new concepts of personnel management can be combined into another approach of theoretical research in this area - humanistic. This approach contains theories such as human resource management, human capital theory, etc.
The concept of human resources implies that personnel is the same important production resource as financial, material, technological and other resources involved in the production process, and, therefore, an enterprise (organization) in the process of its development can either accumulate or reduce this type resource. According to the theory, human capital is the stock of knowledge, skills, motivations available to each employee. Investments of human potential can be: education, professional experience, health protection, geographical mobility, information.
Human resource theories are modern. From the data presented it is clear that as theories develop, they become more and more humane. Consider in more detail in table 1.1.
Table 1.1. Management theory of the human role in an organization
|
Name of theories |
Postulates of theories |
Tasks of the head of organizations |
Expected results |
|
|
Classical theories |
Labor for most individuals does not bring satisfaction. What they do is less important to them than what they earn at the same time. There are few individuals who want or can do work that requires creativity, independence, initiative or self-control. |
The main task of the head is strict control and supervision of subordinates. He must decompose tasks into easily digestible, simple and repetitive operations, develop simple labor procedures and put them into practice. |
Individuals can transfer their labor, provided that an appropriate wage is established and if the manager is fair. If the tasks are sufficiently simplified, and the individuals are under strict control, then they are able to PERFORM the fixed production standards |
|
|
Human relations theories |
Individuals strive to be useful and significant, they feel a desire to be integrated into a common cause and recognized as individuals. These needs are more important in motivation and motivation to work than the level of wages. |
The main task of the leader is to make every worker feel useful and needed. He must inform his subordinates, and also take into account their proposals aimed at improving the plans of the organization's activities. The leader should provide his subordinates with a certain independence, which implies personal self-control over the execution of routine operations |
The fact of exchanging information with subordinates and their participation in routine decisions allows the leader to satisfy their basic needs for interaction and a sense of their own worth. The ability to meet these needs raises the spirit of subordinates and reduces the desire to oppose the official authorities, that is, subordinates will be more willing to communicate with leaders |
|
|
Human Resource Theories |
Labor is satisfying for most individuals. Individuals strive to contribute to the realization of goals that they understand, in the development of which they themselves participate. Most individuals are responsible, capable of independence, creativity, personal self-control, even more than the place occupied by the individual in the hierarchy requires |
The main task of a manager is a more rational use of human resources. He must, in a team, create an environment in which each person can show their abilities to the maximum. The leader promotes the participation of everyone in solving important problems, constantly expanding the independence and self-control of his subordinates |
Expansion of influence on the course of production, independence and self-control of subordinates will entail a direct increase in production efficiency. As a result, the satisfaction with work can increase, since subordinates use their own capabilities to the fullest. |
The whole history of personnel management as a branch of science was the basis for the formation of the science of management and is considered by us as a way to establish the independent status of this scientific direction.
This theory laid the foundation for the so-called technocratic human resource management, the features of which were the orientation towards the individual worker, the selection and training of workers, the introduction of the division of labor, including in management activities, the formation of specialized personnel units (groups of workers).
Human resource management is characterized by the following features:
1) the individual responsibility of each employee of the organization for the performance of official duties and production tasks;
2) a rigid division of labor and spheres of activity. At the same time, management employees are fully responsible for planning, organization of labor and production, the effectiveness of control;
3) the priority of individual forms of organization and labor incentives;
4) design of rational techniques and methods of labor according to the criterion of minimizing the time for their implementation;
5) rationing of labor;
6) the predominance of economic incentives (wages and their increase for overfulfillment of production standards) over all its other types;
7) predominantly authoritarian style of human resource management.
Scientific management also advocated separating the managerial functions of analysis, deliberation, and planning from the actual execution of tasks. For the first time, it was recognized that management work is a specific specialty, and that the organization as a whole benefits from each group of workers focusing on what they do best, provided that the organization of production adapts to normal conditions for workers.
Rationalization theory provided, firstly, the one-sided influence of the control system on the worker, i.e. unquestioning obedience to the manager, and, secondly, the assignment to the work assignment, in which the labor process was signed in detail. This approach speaks of ignoring the worker as a person, as well as the lack of consideration of the motives of group behavior and the psychology of the worker. Man was considered an appendage of the machine.
Within the framework of this theory, F. Taylor developed two concepts.
The first is the concept of the “reaching worker”. Its essence was that a person must be entrusted with such a task that would require maximum effort, but would not harm health.
The second is the concept of an “reaching leader”. It consists in replacing one foreman, who is responsible for everyone in the shop, with a "functional administration" consisting of highly specialized specialists - instructors who provided the worker with everything in advance.
Work attitudes theory... The author of this theory is A.K. Gastev. He believed that all work in the field of the scientific organization of labor and management should begin with an individual person, whoever he was - a leader or an ordinary performer.
AK Gastev and his collaborators developed the concept of labor movements and the concept of a "narrow base".
The concept of work attitudes contained the basics of cybernetics, engineering psychology and ergonomics. The constituent elements of this concept were: the theory of labor movements in the production process; organization of a workplace “in any unsettled corner of Russia”; a method of rational industrial training, which made it possible to reduce the training period for highly qualified workers from 3-4 years to 3-4 months.
The essence of the "narrow base" concept was that "the worker who controls the machine is the director of the enterprise, which is known as the machine", and the patterns of managing the latter can be extended not only to the enterprise, but also to the state as a whole. These patterns, as noted by A.K. Gastev, act in the following order: calculation - installation - processing - control - accounting - systematics - calculation. He extended this "formula" to the management of both things and people, since he believed that, like operations performed with the help of equipment, the labor of any employee can be decomposed into such elements that are easily amenable to regulation.
This specialist instructor should be not only a technical specialist, but also a “social manager”. Taylor noted that "before the administration demands" good "work from subordinates, it itself must work twice as well."
Human Resource Management Theory... Industrial development in the first quarter of the XX century. predetermined the further development of control theory. During this period, A. Fayol identified the scope of the administration in the form of six directions:
1) technical (technological) activity;
2) commercial activities (purchase of raw materials, sale and exchange of goods);
3) financial activities (search for investments and their effective use);
4) protective activity (protection of the property and identity of the employee);
5) accounting (accounting) activities (balance sheets, inventory, costs, statistics);
6) administration (impact only on employees in the course of their work).
A. Fayol developed the basics of functional control ("controls"). According to his concept, "to manage is to foresee, organize, dispose, coordinate, control." He considered management (administration) as a set of rules and techniques aimed at carrying out the most effective entrepreneurial activity with the optimal use of the resources and capabilities of the firm.
The main contribution of A. Fayol to the theory of control was his consideration of control as a universal process consisting of several interrelated functions. His ideas about the interconnection of management functions of foresight, organization of management ("the art of managing people"), coordination ("coordination of actions, fusion of efforts") and control ("verification of program implementation, implementation of orders") confirm their effectiveness at the present time. In his writings, he laid the foundations of the methodology of human resource management, one of the first to classify the personnel of an industrial enterprise using special "installations" developed by him in order to highlight priorities for each classification group of workers. According to A. Fayol, as one moves in the hierarchy, "the relative importance of the administrative" attitude "increases, while the relative importance of the technical" attitude "decreases."
Bureaucratic control theory... This theory belongs to the classical, its author is Max Weber. Such personnel management was intended to be applied in rigid hierarchies of state institutions (in the image of military organizations). The leading rule in classical management was the desire to rationalize production and management processes. This rationalization meant: strengthening the functional division of labor; improvement of organizational management structures; clear regulation of the activities of managers and employees subordinate to them; certainty in rights and obligations; priority of professionalism and practical experience in career growth. It follows from this that functional connections and relationships within the framework of personnel management procedures are distinguished by a pronounced linearity and a strict job hierarchy.
It is important to note that the organizational decisions of classical human resource management were aimed not so much at increasing the pace of labor activity as at reducing unproductive activities, eliminating irrational methods and techniques of work. The tightening of labor processes without proper decisions regarding the work and rest regimes of workers, with increased administrative "pressure" in the form of strict control and suppression of violations of production regulations, contributed to an increase in staff turnover, a decrease in labor intensification and efficiency.
Human Relations Theory... The authors of this theory are E. Mayo, M.P. Follett, C.I. Bernard, B.S. Rowntree and others. They substantiated psychological methods of increasing labor productivity, improving the social atmosphere at enterprises, smoothing out conflicts between ordinary workers and the administration. They took into account that the worker is a person and not "part of a production line."
The authors of this theory believed that if management shows greater concern for their employees, then the level of employee satisfaction should increase, and this, in turn, will lead to increased productivity. They recommended the use of human relations management techniques that include effective management actions, consultation with employees and providing them with more opportunities for communication in the enterprise.
An example of such research is the theoretical and practical developments of Ch.I. Bernard. From the standpoint of a systems approach, he assessed the prospects for the spread of small groups in production. Thus, under certain conditions, small groups strengthen the social structure of the organization and increase productivity based on the potential for cohesion. He singled out formal and informal organizations in the social structure of production. At the same time, he emphasized that the presence of informal organizations, interactions, connections in the team is a prerequisite for the normal operation of formal structures, effective cooperation and interaction of management and production personnel. Back in the 30s. XX century. E. Mayo proved that people tend to limit their productivity and even lose wages in order to gain the approval of their colleagues at work.
Distinctive features of the theory of human relations are:
... increased attention to social, group needs of the employee;
... the combination of formal and informal power structures;
... narrow specialization based on equipping workplaces;
... wide participation of ordinary workers in management;
... introduction of new forms of work organization that increase motivation and job satisfaction;
... increasing the role of the small group and solidarity.
Management theory from the standpoint of human relations is defined as "ensuring that work is done with the help of other people."
The theory of behavior in human resource management... The development of the sciences of psychology and sociology has made the study of worker behavior in the workplace more strictly scientific. K. Ardzhiri, R. Likert, D. McGregor, F. Herzberg and others made a great contribution to the development of the behavioral direction. The goal of the scientists was to identify the dependence of the effectiveness of the organization's activities on increasing the efficiency of its human resources. The postulate of the theory was as follows: the correct application of the science of behavior will increase the efficiency of both the individual employee and the organization as a whole. It follows that the object of the study was a methodology for increasing the efficiency of an individual employee through social interaction, motivation, power and authority, organizational structure, communications in organizations, leadership and solving other problems.
Quantitative approach theory in human resource management is characterized by the replacement of verbal reasoning and descriptive analysis with models, symbols and quantitative methods (meanings). The basis for the application of quantitative management methods was the development and introduction of computer technology. Computers have allowed both researchers and managers to construct mathematical models of varying complexity that are reasonably close to reality in the control system.
Theory of the process approach in management... Human resource management is viewed as a process, since the work to achieve goals with the help of other people is a series of continuous interconnected actions. These activities, in turn, are processes that are critical to the success of the organization and are called management functions. The sum of all functions represents the control process.
In general, the management process consists of the functions of planning, organizing, stimulating, motivating and controlling. These functions are united by the connecting processes of communication and management decision-making. Leadership in this theory is considered as an independent activity. It presupposes the possibility of such influence on individual workers, groups and collectives so that they work towards achieving the goals of the organization.
The theory of a systems approach in management... Application of systems theory in human resource management since the 1950s. was the most important contribution to the science of management. G. Bertalanffy is one of the founders of systems theory.
A systems approach is a way of thinking in relation to organization and management.
The system, according to G. Bertalanffy, is a kind of integrity, consisting of interconnected parts, each of which contributes to the whole.
All organizations are systems. Parts of systems are called subsystems. In an organization, subsystems are different departments, levels of management, social and technical components.
The essence of the theory of the systems approach is as follows.
1. The organization receives information, capital, material, human resources from the external environment. These elements (constituent parts) are called inputs.
2. In the course of its activity, the organization processes these inputs, transforming them into services, goods, products. These actions are called transformations.
3. During the transformation process, the added value of inputs (goods) is generated. As a result, profit appears, production and sales volumes increase, the organization grows. These processes are called exits.
Thus, the theory of systems includes in its ontological concept the most important properties that, at the highest levels of complexity and rigid structural division, retain such a "tenacious" connection of their subsystems and elements, which is stronger than their connection with the external environment, which provides the system with the possibility of self-preservation , self-improvement, self-development with constant qualitative determination.
Theory of a situational approach in management... A feature of this approach in human resource management is the situation, i.e. a specific set of circumstances that affect the organization at a specific time.
The situational approach involves identifying situational differences between organizations and within the organizations themselves. Using this approach, leaders and managers determine which techniques will most contribute to the achievement of the organization's goals in a particular situation.
In connection with this approach, management as a science can be viewed from different points of view:
1) as a management organization of a firm (enterprise, institution) that carries out any types of entrepreneurial activity aimed at making a profit;
2) as a governing body that consciously plans, coordinates and directs its actions to achieve goals;
3) as the levels of the organs of the administrative apparatus, i.e. hierarchy of the control system;
4) as a process of making managerial decisions. Any management decision is the result of feedback from elements of the external environment.
Theory of an innovative approach in management was most widespread in the 90s. XX century. This theory is characterized by an orientation towards the constant updating of innovative models of goods and products. This group of goods is characterized by high properties not yet known to consumers.
For new products, a number of innovative features are distinguished: first, the creation of a new product that requires the use of new technologies; secondly, the use of new, better quality raw materials; third, the formation of new, more rational organizational structures of management; fourth, the development of new markets for means of production, labor and capital. This approach required the development and implementation of new methods of people management, ensuring that the interests of entrepreneurs and employees are taken into account. Innovative approaches to human resource management began to contribute to the realization of the creative potential of employees in the interests of the organization.
Goal control theory- sectoral management: management of finance, human resources, projects, marketing, focused on innovative and international processes, including the "synthesis" of human activities and high (nano) technologies, participation of workers in management and profits, strengthening the international nature of management.
The main idea of the theory of management by goals (2000s) is the structuring and deployment of goals with the subsequent design of the system of organization, stimulation and motivation to achieve them.
The theory of management by goals implies the transformation (transformation) of the global goal of the organization for a specific executive level in accordance with the management functions performed: planning, organization, analysis, accounting, etc. In this case, the maximum effect can be obtained only if clear, clear and goals achievable in accordance with the level of competence of each employee.
Information Approach Theory in management actively began to form in the 1990s. Informatization of society, firms, organizations is based on the use of information technologies, which are a prerequisite for the scientific, technical, technological, political, social, cultural and economic development of society.
The reasons for the rapid development of informatization processes were: firstly, the complication of socio-economic and technical-technological processes as a result of an increase in the range, scale and pace of social production, deepening of the processes of specialization and division of labor; secondly, the need to respond promptly and adequately to emerging changes in world development, characterized by such signs as complexity, mobility, uncertainty, interconnectedness and interdependence.
The creation of a single information space requires the development of information technologies, which will be manifested in the synergetic effect of the intellectual base, and the provision of its technical base.
In human resource management, those organizations, firms and states that more quickly and better ensure the orientation and preparation of their employees for the development of the latest information technologies within the framework of their professional functions, receive priority both in the domestic and global markets.
The theory of "organizational development" in human resource management is formed on the basis of system analysis, situational and behavioral approaches to the organization of production. In this theory, the employee is considered not as a person, but as an integral part (element) of the system.
"Organizational development" is a system of continuous activities to improve management and improve the efficiency of the organization as a whole. Such activities of managers and governing bodies should be comprehensive and long-term. In this case, the main principle of "organizational development" is the integration of the personal needs of employees with the goals and objectives of the organization, firm, corporation.
The science (theory) of management has arisen
a) in ancient times
b) during the Middle Ages
c) in modern times
d) at the turn of the 19th and 20th centuries.
The science (theory) of personnel management emerged
b) In the eighteenth century.
c) at the turn of the 19th and 20th centuries
d) in the era of the Renaissance
Representatives of classical control theory (two answers)
F. Taylor
3. F. Herzberg
a) L. Urvik
b) A. Fayol
c) E. Mayo
d) K. Arjeris
e) M. Weber
The founders of human resources theory (two answers)
a) A. Gastev
b) P. Kerzhentsev
c) F. Maslow
d) D. McGregor
e) R. Blake
Classical control theories were formed and developed
a) at the end of the 19th early 20th century .
b) in the 2040s. XX century.
c) in the 5070s of the XXX century.
d) at the end of the twentieth century.
The theory of human relations was formed and had the widest possible application in the practice of personnel management in
a) late nineteenth early twentieth century.
b) 3050s. XX century.
c) 5070s
d) the end of the twentieth century.
Human resources theory was formed and developed
a) at the end of the nineteenth and beginning of the twentieth century.
b) in the 2030s. XX century.
c) in the 4050s of the XXX century.
d) in the second half of the 20th century.
a) F. Taylor
c) G. Emerson
d) F. Herzberg
Correspondence between the type of theory of personnel management and its basic postulates
| recognized as individuals. These needs are more important than money. The main task of a leader is to make everyone feel useful and significant. To do this, he needs to share plans with employees, take into account their proposals, give them some freedom in performing work. | |
| 2 theories of human relations | b. Labor does not bring satisfaction to most individuals. What employees do is less important to them than their earnings. Few of these workers are willing and able to perform work that requires creativity, independence, initiative and self-control. The main task of the manager is the issuance of easily digestible tasks and strict control over the employees. |
| 3.Control theories | c. Work brings satisfaction to almost all workers. The main task of the leader is |
| by human resourses | distance from the team and provide employees with the maximum degree of freedom. |
| ANSWER 1b, 2a, 3d. | d. Labor brings satisfaction to a significant part of the workers. They strive to contribute to the achievement of the goals of the organization, in the development of which they themselves participated. A significant part of employees are capable of independence, creativity, and self-control. The main task of the leader is to create conditions for the maximum manifestation of the abilities and initiative of everyone. |
The first recruiting offices and the first specialized human resource units emerged in
a) 1020s XXV
b) 3040s. XX century.
c) 5060s
d) 70s
The technocratic approach to personnel management is characterized by (two answers)
B) development by the organization of an independent strategy for the use and development of labor resources
c) the disappearance of rigid organizational structures
d) increasing the authority of employees
e) planning "from achieved"
Correspondence between management theory and its representatives
1) Classical control theories a.) F. Taylor
2) Theories of human relations b.) E. Mayo
3) Theories of human resource management c) F. Maslow
ANSWER 1a, 2b, 3c.
d) G. Emerson
Personnel of the organization
a) labor resources
b) human factor
c) labor potential
d) personnel
The concept of human resource management includes the following criteria for assessing the effectiveness of the organization (two answers)
a) flexible organizational structure
b) centralized management
C) full use of the labor potential of employees
d) external control
Main characteristics of personnel (three answers)
a) long-term work experience in this enterprise
b) target orientation of the activity
c) the presence of official relations with the employer, formalized by an employment contract
d) possession of a profession, specialty, qualification
e) the ability to manage
18. Personnel of the organization -
a) the personnel of the organization working under a contract of employment
b) a set of workers united in specialized services
c) a set of social and demographic groups of workers
d) the totality of all employees of the organization, with the exception of working persons of retirement age
19. The totality of separate groups of workers, united by any criterion
a) the number of personnel
b) personnel structure
c) staff gradation
d) the personnel of the organization
The professional structure of the organization's personnel is the ratio of groups of employees of the organization
c) different skill levels
The qualification structure of the organization's personnel is the ratio of groups of employees of the organization
a) different levels of management
b) various professions and specialties
c) varying degrees of professional training
d) different levels of education
The demographic structure of the organization's personnel is the ratio of groups of employees of the organization
a) different age and gender
b) various professions and specialties
c) varying degrees of professional training
d) different levels of education
The structure of the organization's personnel by seniority is the ratio of groups of employees of the organization
A) by work experience in this organization
b) by general work experience
The structure of the organization's personnel by educational level is the ratio of groups of employees of the organization, depending on
a) the duration of the training period
b) work experience at the given enterprise
c) total work experience
d) position held
Employees who provide and service the activities of managers and specialists in the development and implementation of managerial decisions by them belong to the category
a) workers
b) specialists
c) leaders
d) technical performers
In European theory and practice of managing an organization, the term is currently commonly used
a) personnel management
b) team management
c) human resource management
d) human resources management
27. Indicate the most famous approaches to defining an organization as a socio - economic phenomenon from the point of view of general management and human resource management:
a) the organization is the target group;
b) organization is a community;
c) an organization is a set of rules for the behavior of people;
d) an organization is a set of equipment.
A statement of the purpose of the organization that reveals the meaning of its existence
a ) mission of the organization
b) HR strategy
c) organizational values
d) the style of the organization's personnel management
29. A cross-shareholding group of companies is:
a) holding;
b) keiretsu;
c) a network of enterprises based on contracts;
d) a network of enterprises based on informal relationships.