Gribincha Diana
Head of office of the Registrar «Turan - Astana» University
The Republic of Kazakhstan
THEORETICAL FOUNDATIONS AND PROBLEMS OF PERSONNEL MANAGEMENT OF ORGANIZATIONS
In modern conditions, one of the most important
factors in the functioning and development of the organization is effective
management. This activity improved in accordance with the formation of market
relations, with a change in the organization of relations with public
authorities, industrial partners, employees, with the objective requirements of
production and sales.
Preparation of the future experts in the field of
management, which will have to operate in a market economy, requires the
assimilation of knowledge in the field of personnel management, as the
necessary information base to make informed management decisions.
Implementation of radical socio-economic and political reforms, requires new
relationships between people included in a variety of management systems. Human
resource management is recognized as one of the most important spheres of
organization capable repeatedly to increase its efficiency.
As it
is known for a number of years a place of management personnel in a management
system repeatedly changed. In addition, there was considered the revised views,
approaches and theoretical bases of scholars and practitioners working in this
field. Improvement of production information and management technologies, as
well as a global reassessment of the individual and human values have allowed
most closely approach to the central problem of humanity: to overcome the
contradiction between the individual and the organization.
The success of any enterprise depends on qualified
and skillful use of personnel, effective management. Human Resources Management
(HR) - is part of management related to human beings and their relationships
within the company [1]. In the philosophy of human resource management staff
are the assets of the enterprise, the most valuable asset that must be
protected, and multiply, and personnel management, is a factor of
competitiveness, long-term development of the company, to ensure the efficiency
of production [2].
Personnel
management - a purposeful activity of the governing structure of the
organization, managers and specialists of departments of personnel management
system, including the development of the concept and strategy of personnel
policy, principles and management practices [3].
"Personnel
management is a complex of interrelated
economic, organizational and socio-psychological methods to ensure the
effectiveness of employment and the competitiveness of enterprises."
The
goal of personnel management is to meet the organization's needs in human
resources and the effective management of staff based on the individual
capabilities of each qualifying employee. Thus, personnel management is not a
small importance for the competitiveness of the organization and formation of
its long-term strategy.One of the main directions of personnel policy can be
identified human resource management, which includes interrelated elements or
cycles of personnel management. These cycles include workforce planning,
staffing structure and the formation of a competitive team. It is noted that
the personnel management of the enterprise is inextricably linked with the
organizational structure and activities of the enterprise as a whole [4].
Talking
about the cycles of human resource management, it should be noted that
personnel management usually begins with the development of human resources
management policy. This stage is characterized by the formation of the
structure of human resource management and planning of human resources
services.
The
next step is the organization of effective personnel manning the organization.
At this stage of personnel management is conducted the search, recruitment and
selection of personnel, conducting training and staff development.
The
final stage of the cycle of personnel management performs the adaptation of
employees, control of labor discipline and policies aimed at reducing staff
turnover. This step is a fundamental system of personnel management, as the
successful implementation of all these measures in the field of personnel
management is a basic condition for ensuring the effectiveness of the
organization.
The
basis of the concept of personnel management at the present time are: the
increasing role of the individual employee, the knowledge of his motivational
systems, their ability to shape and direct in accordance with the tasks facing
the Organization. There are three factors that affect the people in the
organization:
The
first - the hierarchical structure of the organization, where the main means of
influence - is the ratio of power - subordination of pressure on a person from
above via coercive control over the distribution of wealth. The second - a
culture that is produced by the company, organization, group of people shared
values, social norms, attitudes of behavior that govern the actions of the
individual, forcing the individual to behave a certain way without any visible
coercion.Third - the market - the network of equal relations based on the
purchase and sale of goods and services, property relations, balance of
interests of the seller.
In the
current market environment is growing interest in issues related to the human
factor. The urgency of the problem of personnel management is obvious: people -
a fundamental factor in the development of individual enterprises, and social
production as a whole. This situation has led to the formation of a
qualitatively new requirements to the theory of human resource management and
contributed to the emergence of psychological research in the practice of human
resource management.
It is
important to note that changes in the economy of Kazakhstan entail changes in
personnel management. Now to the staff are presented qualitatively new
professional requirements. Because of this change and the requirements for
personnel manager.
The main tasks of
the modern manager of Personnel Management [5]: to foresee possible changes and
prepare for them in due time staff; employee;
day employee the opportunity to meet their needs without compromising the
interests of the company.
The
changes were made and the status of the hiring manager. Now difficult to
imagine a successfully functioning company without qualified personnel manager.
Changing
the status of the hiring manager and led to a change in the functions of the
personnel. Now he is required qualitative analysis of the situation on the
labor market, monitoring the appearance and introduction of competitive new
technologies work with the staff. However, be aware that all companies are at
different stages of development, so the formation of a universal system of
human resource management, which would suit all companies, is doomed to
failure. Until recently, in Kazakhstan there were practically no specialists in
HR outsourcing. This situation leads to the fact that HR managers could not
even name the specific duties.
Now the
situation is changing. In the labor market there was a sufficient number of
qualified HR managers who are able to independently establish a system of
personnel management, using foreign experience. At the same time, such a system
will be developed individually for each organization and adapted to the
Kazakhstan labor market.
Thus,
analyzing the problems of personnel management can draw the following
conclusions in the near future priorities of personnel management in Kazakhstan
will change the system of governance in general, preparing a new training
program for staff, the formation of a comprehensive system of personnel
development, motivation of employees, the orientation of the personnel to achieve
objectives of the company, retention of highly qualified personnel.
References
1.
1.Koshkina N.V. Management of staff of the
organization - textbook for students of economics. - Almaty: KazNTU, 2010 -
161p.
2.
M. Kolosov. Rossika Plast: the philosophy of
quality / M. Kolosov // Business Ust-Kamenogorsk. - 2006. - # 3. - pages 12-13
3.
R Glukhov V.V. Fundamentals of the theory of
organization. - SPb.: Juno, 2003. - 412 p.
4.
Kibanov A.Y. Personnel management textbook /
AY. - 2nd ed., Ext. and rev. // M .: INFRA-M, 2009. - 480 p.
5.
Vesnin WR .. Human Resource Management: Theory
and Practice: A Textbook, -M, 2009.-688p.