Regional features of human resources’ management in the organization

Grishakova E.A., post-graduate student of the Department of Sociology and Informational Technologies

Central Russian Institute – the Russian Presidential Academy of National Economy and Public Administration – Branch

Annotation: The article is devoted to the problems of human resources’ management of the organization taking into account regional peculiarities. The author structures social factors and technologies aimed at management and suggests measures that can improve the effectiveness of human resources’ management.

Key words: regional management features, social management technologies, development of human resources.

Modern socio-economic conditions are characterized by the fact that the established organizational and managerial structure of most organizations ceases to be successful and does not have time to respond flexibly to changing environmental conditions. Managing human resources must be built in such a way as to obtain the greatest productive effect with the maximum satisfaction of the staff. The application of balanced social technologies is built as an intellectual science-intensive resource, which makes it possible to obtain an effective predictable social result[1]. The distinctive features of the modern system of human resource management are the principles of openness, equality of employees and the presence of a horizontal management system. In her article T.N. Klyuchnikova[2] notes that only a flexible operational response to the emergence of new knowledge allows modern organizations to immediately use this knowledge to improve the effectiveness of their activities. To date, the application of social technologies in human resources management is the main resource for increasing labor productivity. The ongoing transformation of the mechanisms of labor behavior requires clarification of the factors and conditions for stimulating workers[3].

Modern organizations are forced to act in a rapidly changing external and internal environment, which generates a state of uncertainty. Technologies are changing, which significantly shortens the lifespan of the product of the organization's activities. The society itself changes, constancy and static change into a category of negative phenomena. To maintain competitiveness, the organization must react quickly to changes, maintain the proper technological level and improve the quality of customer service.

In such competitive conditions, the organization's human resources are increasingly becoming a factor distinguishing the services of the organization and adding value to services in the eyes of customers[4]. The decisive importance is the building of social technologies aimed at attracting, preserving and stimulating human resources.

The conditions of functioning of a modern organization require a fast adequate response, the absence of which leads, as market analysis shows, to a gradual decline in competitiveness and the subsequent cessation of the organization's activities. The goal of any organizational change is to implement the organizational strategy better[5]. All elements of the organization create a corporate culture - a belief shared by its employees with respect to the prevailing values ​​in the organization. In organizations, whose established culture is more susceptible to change, human resources are able to more quickly reorganize to fulfill new tasks. The fact that the organization's human resources are able to respond flexibly to changes leads to faster changes, and this accelerates their implementation. In today's socio-economic environment this becomes an exceptionally valuable advantage, making the organization more competitive and financially successful.

The identification of regional specifics is becoming one of the main tasks of the sociological analysis of the transformation of management processes in the organization. This is due to the peculiarities of labor markets in the regions of Russia. They are diverse and connected with the economic structure and investment attractiveness of the region, as well as socio-demographic indicators of the working population. In megacities, the labor market is more widely represented than in most regions. The impact of this factor significantly changes labor behavior[6].

Regional features of human resources management are mainly related to the economic potential of a particular region, and the weaker it is, the more elements of resistance to change have to be overcome in the management process. The economic inconsistency of the management ideas implemented at the regional level leads to the fact that the characteristic features that appear at the regional level are insufficient conditions for information support, which is connected both with the need to refine the information products used and the level of qualification of the workers operating it. This feature affects the quality of products (services) and increases the intensity of work of workers. Increasing the intensity of labor increases dissatisfaction with work and leads to staff turnover. Adaptation of newly arrived workers requires the organization of a system of mentoring, designed to solve the problem of lack of knowledge among beginners. Solving this problem without releasing employees who become mentors from the production process causes only an additional increase in the intensity of labor and the risks of increasing the outflow of skilled workers. The consequence of this situation is an increase in the resistance of human resources to changes.

As the basic social technologies training and feedback should be allocated. Regional features of human resources management are the need for careful planning and gradual monitoring of the results of the implemented changes in order to quickly monitor the extent to which the implemented changes affected not only the business indicators of the organization, but also its human resources.

Solving personnel problems of human resources management is allowed by social technologies that encourage employees to strive to improve the quality of the provided service, the desire to quickly update knowledge and develop professional skills.

Bibliography

1. Gneusheva À.V., Klyuchnikova T.N., Prokazina N.V., Dorokhova YU.V., Starykh N.P., Ignatova T.V., Àlekseenok À.À., Kaira YU.V., Ànnenkova À.À. Sotsial'no-ehkonomicheskie i sotsial'no-politicheskie protsessy v Orlovskoj oblasti: otsenka sostoyaniya i perspektivy razvitiya // Kollektivnaya monografiya / Orel, 2012.

2. Grishakova E.À. Transformatsiya trudovogo potentsiala samoreguliruemykh organizatsij // Vestnik gosudarstvennogo i munitsipal'nogo upravleniya. 2015. T. 4. ¹ 2. S. 128-134.

3. Grishakova E.À. Upravlenie trudovym potentsialom samoreguliruemykh organizatsij // Srednerusskij vestnik obshhestvennykh nauk. 2015. T. 10. ¹ 6. S. 57-63.

4. Klyuchnikova T.N. Razvitie innovatsionnogo potentsiala kak indikatora instrumental'noj ratsional'nosti na ehtapakh professional'noj podgotovki kadrov // V sbornike: Obrazovanie i obshhestvo Vserossijskaya sotsiologicheskaya konferentsiya k 20-letiyu Rossijskogo obshhestva sotsiologov. 2009. S. 200.

5. Klyuchnikova T.N. The development of innovative thinking by methods of project activity at the stage of university preparation // Ural'skij nauchnyj vestnik. 2016. T. 5. ¹ 1. S. 57-61.

6. Patrushev V.I. K voprosu o sotsial'no-tekhnologicheskoj revolyutsii // Materialy Àfanas'evskikh chtenij. 2011. T. 1. ¹ 9. S. 30-39.

 


[1] Patrushev V.I. K voprosu o sotsial'no-tekhnologicheskoj revolyutsii // Materialy Àfanas'evskikh chtenij. 2011. T. 1. ¹ 9. S. 30-39.

[2] Klyuchnikova T.N. Razvitie innovatsionnogo potentsiala kak indikatora instrumental'noj ratsional'nosti na ehtapakh professional'noj podgotovki kadrov // V sbornike: Obrazovanie i obshhestvo Vserossijskaya sotsiologicheskaya konferentsiya k 20-letiyu Rossijskogo obshhestva sotsiologov. 2009. S. 200.

[3] Grishakova E.À. Transformatsiya trudovogo potentsiala samoreguliruemykh organizatsij // Vestnik gosudarstvennogo i munitsipal'nogo upravleniya. 2015. T. 4. ¹ 2. S. 128-134.

[4] Grishakova E.À. Upravlenie trudovym potentsialom samoreguliruemykh organizatsij // Srednerusskij vestnik obshhestvennykh nauk. 2015. T. 10. ¹ 6. S. 57-63.

[5] Klyuchnikova T.N. The development of innovative thinking by methods of project activity at the stage of university preparation // Ural'skij nauchnyj vestnik. 2016. T. 5. ¹ 1. S. 57-61.

 

[6] Gneusheva À.V., Klyuchnikova T.N., Prokazina N.V., Dorokhova YU.V., Starykh N.P., Ignatova T.V., Àlekseenok À.À., Kaira YU.V., Ànnenkova À.À. Sotsial'no-ehkonomicheskie i sotsial'no-politicheskie protsessy v Orlovskoj oblasti: otsenka sostoyaniya i perspektivy razvitiya // Kollektivnaya monografiya / Orel, 2012.