PhD, Associate professor Ilina L.A.

Samara State Technical University, Russia

MANAGEMENT OF HUMAN RESOURCES:
FORMATION OF COMPETITIVE ADVANTAGES

Efficient management of human resources becomes especially important along with efficient management of technology of the enterprise in modern condition. It is very important to spend essential updating of economic strategy and to realize a number of organizational-structural decisions.

Management of human resources is one of the most difficult and significant subsystems of any manufacturing production. The key factor of a successful activity of an enterprise in the conditions of market relations is the use of labor potential of workers. In aspiration to increase of management efficiency by the personnel the reference to experience of other countries, studying and generalization of achievements of foreign scientific thought and economic practice is reasonably useful.

Human Resource Management is a set of interrelated functions and processes undertaken to attract, develop, motivate and maintain a high performing workforce within an organization. The essence of HRM therefore is to bring different people with various socio-cultural backgrounds to work together to achieve the organization's objectives. This is achieved by ensuring the congruence of organizational objectives with the needs of the employees. Employees are the most important resource of an organization since they possess capabilities, knowledge, skills and competencies that allow the organization to achieve their objectives.

Michael Armstrong defined HRM as the strategic and coherent approach to the management of the organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.

The recent interest in the HR research–practice “gap” has evolved from speculation to empirical evidence.

Other authors distinguish three major subfields of human resource management: micro HRM (MHRM), strategic HRM (SHRM) and international HRM (IHRM).

Micro HRM covers the subfunctions of HR policy and practice and consists of two main categories: one with managing individuals and small groups for example recruitment, selection, induction, training and development, performance management, and remuneration.

Strategic HRM covers the overall HR strategies adopted by business units and companies and tries to measure their impacts on performance. Within this domain both design and execution issues are examined.

International HRM covers HRM in companies operating across national boarders.

Sustainable development over the long term, one of oil and gas industry Companies key priorities, depends on constant improvement of responsible work practices throughout the Company’s operations and enhancement of the overall labor efficiency. Therefore, Companies is focused on implementing the highest standards of business conduct, relevant compensation and performance incentive schemes, as well as comprehensive social measures to improve the quality of life of its employees and their families. Effective motivation of personal effort is central to Companies HR policy, and is crucial to continuously improving overall Company performance.

Let's take JSC Rosneft as an example. One of the Company's key priorities is constant improvement of responsible work practices throughout the Company’s operations and enhancement of the overall labor efficiency. Therefore, the Company focuses on implementation of the highest standards of business conduct, relevant compensation and performance incentive schemes, as well as comprehensive social measures to improve the quality of life of its employees and their families. Effective motivation of personal effort is the focus of the Company's HR policy, and is crucial to continuously improving overall Company performance. A need in JSC Rosneft dynamic development in the competitive medium, demographic situation in the country made support and development of youth one of the high-priority tasks. The special place in personnel selection of the organizations is occupied with work with young experts. Introduction of the status of the young expert is aimed at creation of conditions for their professional growth and the maximum realization of creative potential.

Growth of deficiency of a manpower aims many large enterprises already now as much as possible to increase a share of young experts and workers in total of accepted workers. Deficiency of highly skilled experts promotes that employers show the increasing interest to students and young experts. Young experts are potential which yet in a due measure is used by the majority of the companies and the organizations.

The Company offers their employees equal opportunities to continuously develop their skills and abilities. A comprehensive strategy of personnel development is crucial in the Company’s HR policy. The Company's belief is that professional excellence can be achieved through continuous training of their staff. Training programs, which are available for all groups of employees, are developed in cooperation with leading national and international educational establishments.

Success of the leading companies in the developed countries shows that they have effective mechanisms of HR-management at the organization level.

Problems in the area of a management of human resources and daily work with shots in immediate prospects will constantly be in the center of attention of a management, according to experts. With development of scientific and technical progress, the maintenance and working conditions will be got greatest by value, than a material interest, in the future.

Management of human resources is a system of theoretic and methodological sights at understanding and definition of essence, the maintenance, the purposes, problems, principles and management methods a professional training, and also organizational-practical approaches to formation of the mechanism of its realization in concrete operating conditions of the organization.

References

1. Armstrong, Michael (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page. ISBN 0-7494-4631-5. OCLC 62282248).

2. Boxall, P., Purcell, J., & Wright, P. M. (2007). Human resource management: Scope, analysis and significance. In P. Boxall, J. Purcell, & P. M. Wright (Eds.), The handbook of human resource management (pp. 1−16). Oxford: Oxford University Press.

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6. Deadrick, D. L., & Gibson, P. A. (2009). Revisiting the research–practice gap in HR: A longitudinal analysis. Human Resource Management Review, 19 (2009) 144–153.

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9. Rynes, S. L., Colbert, A. E., & Brown, K. G. (2002). HR practitioners' beliefs about effective human resource practices: Correspondence between research and practice. Human Resource Management, 41(2), 149−174.

10. Rynes, S. L., Giluk, T. L., & Brown, K. G. (2007). The very separate worlds of academic and practitioner publications in HRM: Implications for evidence-based management. Academy of Management Journal, 50(5), 987−1008.

11. Управление человеческими ресурсами организации: формирование конкурентных преимуществ и формирование стратегии предприятий сферы услуг: моногр. / Г.П. Гагаринская, Л.А. Ильина, О.Ю. Калмыкова, А.В. Быкова. – Самара: Самар. гос. техн. ун-т, 2010. – 460 с.