Экономические науки/5. Управление трудовыми ресурсами

Yelessova A.A. student

research supervisor Jumambayev S.K., assistant professor

Al-Farabi Kazakh National University, Kazakhstan

Questions of organization of payment and stimulation of labour.

The stimulation problem of labour workers has always been and remains the issue of the day of economic science and practices. Among the range of stimulation instruments of high-performance work the major is salary.

In the article "Socio-economic modernisation of Kazakhstan : twenty steps to society of universal labour" President of Republic of Kazakhstan N.A. Nazarbayev spared a distinct attention to solving the problem of an effective organisation of the salary. Having received the independence of the republic a great number legislative and normative acts have been accepted, regarding problems of labour remuneration.

So, the Labour code of Republic of Kazakhstan, fastening legal framework of forming and controlling salaries in organisations with different legal forms, was accepted in 2007. According to Labour Code of Republic of Kazakhstan the state is set a low-limit of social standards, in particular salary. Based on them an employer and trade unions set the certain amount of labour remuneration. Last ten years there was a growth of both nominal and real salary of workers in country. Nevertheless there are some problems on this occasion at enterprises. It is largely due to to the fact that in the country until now the suitable model of organisation of remuneration of labour has not been not formed. [1]

The search of an effective model of remuneration of labour goes on in many Kazakhstani organisations, in particular at national company “KazTransGaz”. Here since 2014 has been begun implementation of weekly remuneration of labour. It is necessary to say that it was earlier successfully implemented in subsidiary organisation joint-stock company “KazTransAymak”.[2]

Another example of can be an implementation as from July, 1 2015 the new model of remuneration of labour, the size of remuneration of labour, in accordingly to the education level responsibility and qualification of an employee. The workers positions will be divided in categories: managing staff, basic personnel, administrative economic personnel and technical personnel.[3]

But still, in majority of Kazakhstan companies use a tariff model for the remuneration of labour. As an example we can have a look at PI “Ujkaznedra”.

“Ujkaznedra” is territorial subdivision of state institution “Committee of geology and use of subsurface resources Ministry on investments and development of Republic of Kazakhstan”. It carries out functions in the spheres of state geological study, reproduction of raw mineral material base, rational and complex use of bowels of the earth.

The company’s headcount is 50 workers, most of them are specialists. 34% are freelancers, janitors, drivers, janitors. The stake of leaders is 22%.

For a further analysis influence on salary and motivation of personnel we will conduct analysis of rate change. An analysis shows that the salary rose from December 2013 for December 2014, but in February 2015 began to decline.

Average salary in 2014 in “Ujkaznedra” was 84 478,1 tg., below what average salary in the Republic of Kazakhstan on 2014.

For the analysis of the system of stimulation we observed the structure of salary during the last three years. As our analysis showed, 64% of all salary is the fixed amount of salary, from stimulant payments a bonus occupies 4% only. Thus, it is possible to notice that in the examined organisation’s problem of stimulation and motivation of labour of personnel is an issue. The workers headcount in the organisation in the last few years went down by 36% . The acute shortage of shots in organisation creates as a rule large problems for successful functioning of any organisation.

"Ujkaznedra" is state institution, therefore the assured stable profit for workers of undoubtedly, is the one of the basic elements of motivation.[4]

List of privileges that is given to the state workers plugged in a social package undoubtedly can be extended. For this purpose there must be objective pre-conditions and including economic results as a steady growth of gross internal product and stable dynamics of balance of payments countries that the republic demonstrates presently. Especially it touches state workers as their salary does not depend on how they will work, their job performances, consequently, it is difficult to get a stimulant and motivational effect from organisation of salary.

Nevertheless, in our view improvement of result of activity of civil servants is possible to obtain by the rise of volume and improvement of quality of the state services given by them and respectively improvements of the system of reward and stimulation of labour of personnel.

One of ways of stimulation of labour of workers in organisation is an introduction of grading remuneration of labour. As it is generally known this model of remuneration of labour has been used in Western Europe since 1950th. Founder of the system of grade is the American economist Edward Hay. But in Kazakhstan only in recent time the interest to such type of remuneration of labour has risen.

For example, in 2014 the grading system was implemented in joint-stock company "KazTransGaz" and functions successfully enough. Essence of this type of remuneration of labour is in positioning within the organisation. Every position is estimated in a few certain criteria: qualification, level of responsibility, independence, importance etc. In accordance to data wage rates are set. First of all this system is comfortable for major and middle enterprises as unlike the vertical construction of career, it allows to build a career horizontally, into the level.

For example, increase of the worker’s of qualification, educations will affect on the level of payment, as weight of knowledge factor will rise and salary will grow. In spite of the fact that a worker will remain its position. Besides there are plenty of positions in major companies which create many problems.

Therefore, applied systems of determination post salaries was necessary to formally name positions in some wise to accommodate them in a hierarchy. This problem is solved by the system of grades.

As foreign and domestic experience shows leading positions in the market are occupied by exactly those companies where managerial staff executes the art of motivation successfully. The process of managing the staff successfully depends on how the system of stimulation of labour of workers is built in organisation.

Kazakhstani companies must take up thoroughly the question of construction the separate model of stimulation of labour and take into account that large value is not about the process of construction the model but the stage of introduction this model in practice.

Reference list:

1. Article of the President of Republic of Kazakhstan N.A. Nazarbayev "Socio-economic modernisation of Kazakhstan : twenty steps to society of universal labour"// “Kazakhstanskaya Pravda”. - 10.07.2012 - №218;

2. http://www.zakon.kz/4673034-kaztransgaz-nachal-vnedrjat.html;

3. http://bnews.kz/ru/news/post/186020/;

4. Payroll register of PI “Ujkaznedra” 2012-15.