Any organization does not exist in a vacuum; its functioning is influenced by a variety of external and internal factors.

External factors. Such factors influencing the formation of personnel management practices and policies include legislation and economic conditions.

1. Legislation. Russian legislation regulates the relationship between employer and employee, establishing:

Guarantee of respect for human rights;

Equal opportunities for hiring;

The amount of the minimum wage; length of the working day and working week; duration and procedure for granting vacations;

Working conditions standards;

Occupational safety standards;

Functions of trade unions;

2. Economic conditions. Three macroeconomic components influence HR practices:

Level of social labor productivity. Currently, the level of social labor productivity in Russia is at a very low level compared to developed countries. According to some data, it is 18 times lower than the corresponding figure in the United States and 14 times lower than in Europe. The general decline in production from 1990 to 2000, changes in the economic policy of the state (primarily reduction in costs for education and health care), and the new taxation system have not yet contributed to its growth;

The nature of competition. It is usually measured by the degree of competition. A high level of competition forces the organization to reduce costs. Consequently, wages and additional benefits are also reduced;

The nature of the labor market. It directly impacts HR programs. If the supply of labor significantly exceeds demand, the cost of hiring employees is minimal.

The state of affairs on the labor market in Russia is heterogeneous. Five years ago, there was a clear excess of supply over demand among engineering and technical employees, and, conversely, there was a catastrophic shortage of specialists in the main business areas: marketing, sales, public relations specialists, human resources management, strategic management, financial management. Today the situation has changed radically. Economic growth, attraction of foreign investment, expansion of domestic production have led to a manifold increase in the demand for engineers, technologists, and representatives of blue-collar professions.

Internal factors. Internal factors influencing personnel management include the following components: mission and goals of the organization; corporate culture; nature of Grud; working groups; leadership style.

1. Mission and goals of the organization. M. X. Meskon, M. Albert and F. Khedouri define mission as the main overall goal of an organization - a clearly expressed reason for its existence1.

Each organization, regardless of its field of activity, form of ownership (private, public or a combination of both) ) starts with a mission. We are talking about the purpose of the organization's existence as an independent autonomous unit. From the moment of its creation, the organization is a living organism that exists and develops. The purpose of an organization's existence should not be confused with the personal interests of its owners or other influence groups (stakeholders). Just as a child, having been born, begins to develop, so an organization, having acquired an identity, begins a free existence, although it is dependent on the decisions made by the owners.

The lack of a clear statement of purpose has a negative impact on management, increasing the workload of line managers, and requires additional control from employees.

Sometimes, when answering the question of what is a typing mission, you can hear that the mission is making a profit. This is wrong. Making a profit is not target, A condition existence and development of the organization. The purpose of its existence is to produce a unique product (service, technology) that distinguishes this organization from others and helps to attract a client who can use this product.

2.Corporate culture. Corporate culture is a value system that is shared by the majority of employees. It influences the behavior, performance and expectations of employees, and sets a set of standards in all important areas of the organization.

Degree of physical activity;

The degree of aggressiveness of working conditions;

Location of the place of work;

Labor intensity;

Intensity of communication at work;

Degree of autonomy and level of responsibility of employees at various levels;

The degree of completion of labor (share from the social division of labor) and the structure of labor.

All of them are the object of special attention from the personnel service. World practice shows that investments in improving the situation of workers in all these factors pay off many times over in increased productivity and quality of work.

4. Working groups. A group is considered to be an association of three or more people who view themselves as a group, who are independent of each other in terms of purpose and who communicate and interact on a more or less constant basis. A friendly climate in the team, close informal (friendly) relationships between employees have a positive effect on the attitude of employees to their work, on commitment to the organization, and significantly reduce staff turnover.

An effective group is characterized by:

Group members exist and behave as a team (working for a common result as opposed to realizing their own goals first);

All members are involved in the decision-making process;

The group's goals are clearly stated;

Available resources are consistent with group goals;

Group members care about its prosperity.

5. Leadership style. Leadership style is understood as the established stereotype of relations between the leader and subordinates. This is a set of unique techniques and methods of management inherent in a certain type of leader. Traditionally, there are authoritarian, democratic and permissive leadership styles. Experience and leadership style have a profound effect on HR management because most, if not all, HR programs are implemented by departmental managers. Leadership style leaves an imprint on organizational culture and forms stereotypes of working and informal relationships within the organization.

conclusions

The progressive development of production is due to the emergence of a special direction in the management system of the organization. Icyami- personnel Management. The fundamental changes that took place in the global economy and the development of means of production changed the view of the organization’s personnel. From separate A “cog” in the production system, personnel has become a key resource and capital of a modern organization, on which its success and prosperity depend. The cost of labor, both in relative terms (share in the cost of goods) and in absolute terms, has increased.

Major changes are taking place in the labor market, which require appropriate adjustments in such areas as attitude towards employees, policies for attracting them, retention and motivation.

Personnel management is turning into a powerful tool for professional work with it. The allocation of personnel management as a special function helps the organization achieve its goals, contributes to increased competitiveness and efficiency.

During its existence, personnel management services have significantly expanded the areas of their activities, and the degree of their participation in the affairs of the organization has increased. Modern methods of personnel management help the organization to make the most effective use of the potential of each employee while increasing employee satisfaction with their work.

Self-test questions

1. Formulate a definition of the science of personnel management.

2. List the main stages in the development of the science of personnel management.

3. Describe the main features of the modern stage of personnel management.

4.What is human resource management?

5. Define human capital.

6.List the external and internal factors influencing personnel management.

7.What is the place of the personnel management function in the organization’s management system?

8.What is the division of labor between the personnel management service and line managers?

9.List the most important areas of personnel management activities.

Recruitment is an important function of human resource management in an organization and is governed by a combination of various factors. Proactive HR professionals must understand these factors that influence recruitment and take necessary actions to improve the organization.

When market conditions change, the organization also needs to monitor these changes and find out how they affect resources and analyze these functions to make recruitment an effective process.

There are internal factors as well as external factors that influence the recruitment process.

Internal factors

Organizations control internal factors that influence recruitment functions.

• Organization size
• Recruiting Policy
• Image of the organization
• Work image

Organization size

The size of an organization is one of the most important factors influencing the hiring process. For business expansion, hiring planning is a must to hire additional resources to handle future operations.

Recruitment Policy

Recruitment from internal or external sources of the organization is also a factor influencing the hiring process. It defines recruitment objectives and provides a framework for the implementation of recruitment programmes.

Image of the organization

Organizations that have a good positive image in the market can easily attract competent resources. Maintaining good public relations, providing government services, etc. helps the organization in enhancing its reputation in the market and thereby attracting the best resources.

Work image

Work image plays a crucial role in recruitment. Jobs that have a positive image in terms of better remuneration, promotion, recognition, good work environment with career growth opportunities are considered characteristics to attract qualified candidates.

External factors

External factors are those that cannot be controlled by the organization. External factors that influence the hiring process include the following:

• Demographic factors. Demographic factors relate to the attributes of potential employees such as their age, religion, literacy level, gender, profession, economic status, etc.
• Labor Market - The labor market controls the supply and demand of labor. For example, if the supply of people with a particular skill is less than the demand, then hiring will require more effort. On the other hand, if demand is less than supply, hiring will be relatively easier.
• Unemployment rate. If the unemployment rate is high in a particular area, hiring resources will be simple and easy as the number of applicants is very high. In contrast, if the unemployment rate is low, then recruiting tends to be very difficult due to fewer resources.
• Labor legislation. Labor legislation reflects the social and political environment in the market created by central and state authorities. These laws dictate compensation, working conditions, safety and health regulations, etc. for various types of employment.
• Competitors. When organizations in the same industry compete for the most qualified resources, it is necessary to analyze the competition and offer resource packages that are the best in terms of industry standards.

It should be borne in mind that the efficiency of personnel is influenced by the production environment, which includes not only physical conditions, but also a number of “intangible” factors. Leadership style and current management practices. The dominant leadership style in the organization or in its individual divisions (for example, which approaches - authoritarian or democratic - prevail in a given team), the established practice of planning, assessing labor performance or monitoring the work of personnel - all this inevitably affects the work of performers. Here we can also talk about both the direct and indirect influence of this factor on the work of personnel. In addition to the fact that an inadequate leadership style and low quality of management most directly reduce labor productivity, they simultaneously worsen the attitude of performers to work and the organization, weakening their work motivation.

Manager's knowledge and qualifications. A manager’s ability to make the right decisions and the ability to maximize the potential of people working under his leadership largely depend on his knowledge and qualifications. A special role is played by knowledge that determines the ability to work with personnel, the ability to distribute and organize work and influence the motivation of subordinates and their attitude towards assigned tasks.

The labor incentive system in force in an organization has a decisive influence on the degree of interest of personnel in achieving high performance results. At the same time, the matter is not limited to material incentives (salaries, bonuses, benefits); non-material incentives are of great importance.

Features of organizational culture. The labor standards established in the organization, patterns of behavior, values ​​and attitudes of personnel towards work and the organization, which form the core of the existing organizational culture, have a direct impact on work efficiency. While a favorable state of the main components of organizational culture contributes to the growth of personnel performance indicators, their unfavorable state can lead to a decrease in the degree of commitment of personnel to their organization, a weakening of work motivation and, as a consequence, a drop in labor efficiency, a decrease in the willingness of employees to improve their professional level and work with high efficiency.

Organizational structure. The existing management structure has a direct impact on the efficiency of the organization and its divisions. The number of management levels, the speed of decision-making and their flexibility, the efficiency of coordination of the work of departments - all these aspects of management activities create conditions on which labor results most directly depend.

Equipment: its quality, condition and compliance with modern requirements. In a highly competitive environment, it is difficult to count on successful work without equipment that meets today's requirements. Even if the team works with full dedication, outdated, worn-out equipment will not allow achieving high results.

Provision of necessary resources. It is impossible to expect high performance from employees if they do not receive the necessary information, materials or components in a timely manner. It is important to understand that an unsatisfactory solution to the problem of providing staff with everything they need leads not only to disruption of work schedules and to a decrease in performance indicators. The result is such psychological costs as deterioration of discipline and weakening of staff motivation, decrease in the authority of management and a negative psychological climate in the team.

Factors influencing employee performance should not be treated as something immutable, given once and for all. They need to be influenced, they need to be changed. If an organization has set itself the task of increasing the efficiency of personnel, then the immediate manager can influence a significant part of each group of factors.

Personnel management factors are the most significant in their nature, significance and strength circumstances and reasons that are sources of influence on the formation, organization and implementation of the process of influencing employees in the organization, capable of determining its nature and becoming a driving force.

Any organization does not exist in a vacuum; its functioning is influenced by a variety of external and internal factors.

External factors. Such factors influencing the formation of personnel management practices and policies include legislation and economic conditions.

• 1. Legislation. Russian legislation regulates the relationship between employer and employee, establishing:
  • - guarantee of respect for human rights;
  • - equal opportunities when hiring;
  • - the amount of the minimum wage; length of the working day and working week;
  • - duration and procedure for granting vacations;
  • - standards of working conditions;
  • - labor safety standards;
• 2. Economic conditions. Three macroeconomic components influence HR practices:

level of social labor productivity.

nature of competition. It is usually measured by the degree of competition. A high level of competition forces the organization to reduce costs. Consequently, wages and additional benefits are also reduced;

the nature of the labor market. It directly impacts HR programs. If the supply of labor significantly exceeds demand, the cost of hiring employees is minimal.

Internal factors. Internal factors influencing personnel management include the following components: mission and goals of the organization; corporate culture; nature of work; working groups; leadership style.

1. Mission and goals of the organization.

Mission is defined as the main overall purpose of an organization - a clearly expressed reason for its existence.

Every organization, regardless of its field of activity, form of ownership (private, public or a combination of both), begins with a mission. We are talking about the purpose of the organization's existence as an independent autonomous unit. From the moment of its creation, the organization is a living organism that exists and develops. The purpose of an organization's existence should not be confused with the personal interests of its owners or other pressure groups.

The purpose of its existence is to produce a unique product (service, technology) that distinguishes this organization from others and helps to attract a client who can use this product.

2. Corporate culture.

Corporate culture is a value system that is shared by the majority of employees. It influences the behavior, performance and expectations of employees, and sets a set of standards in all important areas of the organization.

3. Nature of work.

Most consider the nature of work to be the main factor influencing personnel management. The factors determining the nature of work are as follows:

degree of physical activity;

degree of aggressiveness of working conditions;

location of the place of work;

labor intensity;

intensity of communication at work;

degree of autonomy and level of responsibility of employees at various levels;

the degree of completion of labor (share from the social division of labor) and the structure of labor.

All of them are the object of special attention from the personnel service. World practice shows that investments in improving the situation of workers in all these factors pay off many times over in increased productivity and quality of work.

4. Working groups.

A group is considered to be an association of three or more people who view themselves as a group, who are independent of each other in terms of purpose and who communicate and interact on a more or less constant basis. A friendly climate in the team, close informal (friendly) relationships between employees have a positive effect on the attitude of employees to their work, on commitment to the organization, and significantly reduce staff turnover.

An effective group is characterized by:

group members exist and behave as a team (working for a common result as opposed to realizing their own goals first);

all members are involved in the decision-making process;

the group's goals are clearly stated;

available resources are consistent with group goals;

group members care about its prosperity.

5. Leadership style.

Leadership style is understood as the established stereotype of the relationship between a manager and a subordinate. This is a set of unique techniques and methods of management inherent in a certain type of leader. Traditionally, there are authoritarian, democratic and permissive leadership styles. Leadership experience and style significantly influence human resource management because most, if not all, human resources programs are implemented by department-level managers. Leadership style leaves an imprint on organizational culture and forms stereotypes of working and informal relationships within the organization.

The life of any organization is influenced by a variety of external and internal factors.

External factors. 1. Legislation regulates the relationship between employer and employee, establishing: a guarantee of respect for human rights; equal opportunities in hiring; the amount of the minimum wage; length of the working day and working week; duration and procedure for granting vacations; standards of working conditions; labor safety standards; functions of trade unions. 2. Economic conditions, including: the level of social productivity; the nature of competition, affecting primarily wages and additional benefits; the nature of the labor market, depending on the supply of labor (if the supply of labor significantly exceeds demand, the cost of hiring employees is minimal).

Internal factors. 1. Mission and goals of the organization. Personnel management depends on their clear formulation, the workload of line managers increases or decreases, and additional control over the work of team members may be required. 2. Corporate culture, which influences the behavior, performance and expectations of employees, setting a set of standards in all important areas of the organization. 3. The nature of work, determined by the following factors: degree of physical activity; degree of aggressiveness of working conditions; location of the place of work; labor intensity; intensity of communication at work; degree of autonomy and level of responsibility of employees at various levels; degree of completion of work and structure of work. 4. Work groups, which are an association of two or more people who consider themselves as a group, who are independent of each other in terms of purpose and who communicate and interact on a more or less constant basis. A friendly climate in the team, close informal (friendly) relationships between employees have a positive effect on the attitude of employees to their work, on commitment to the organization, and significantly reduce staff turnover. An effective group is characterized by the fact that: group members exist and behave as a team (the common result comes before personal interests); all members are involved in the decision-making process; the group's goals are clearly stated; available resources are consistent with group goals; group members care about its prosperity. 5. Leadership style, which represents a special type of relationship between the leader and subordinates. This is a set of management techniques and methods inherent in a certain type of leader. Traditionally, authoritarian, democratic and liberal (permissive) leadership styles are distinguished. Experience and leadership style significantly influence personnel management, leave an imprint on organizational culture, and form informal relationships within the organization.

Organization as a phenomenon.

Organization is a group of people whose activities are consciously coordinated to achieve a common goal.

An organization can be represented by the following elements: goals and objectives, structure, technology, personnel, finance, management.

Goals and objectives. Target is a specific end state that an organization strives to achieve. Task- prescribed work that must be performed in a specified manner and within a specified time frame.

Structure- This relationships levels of management and functional areas, built in a form that allows you to effectively achieve the goals of the organization.

Technology. Technologies– means, methods, methods of converting initial resources into the final product.

Production and management technologies are considered from the perspective of the dominant type of joint activity of workers, which is understood as a method of interaction between participants in a group solving problems or problems. The basic ones include three types of joint activities: 1. jointly interacting is characterized by the obligatory participation of everyone in solving a common problem; the effectiveness of the group equally depends on the contribution of each of its participants. 2. joint-sequential is characterized by the temporary distribution of tasks and the order of everyone’s participation in the work; the specificity of each participant’s activity is determined by the specificity of the goals of the joint activity. 3. joint-individual is characterized by minimal interaction between labor participants, each of the performers performs his own amount of work and is personally responsible for it, the specifics of the activity are determined by the individual characteristics and professional position of each, personal and direct interaction between the participants can be practically absent and carried out in indirect forms (telephone , computer), unites performers only in the physical space of activity, common time, the subject of labor, which each of the participants processes in a specific way.

Staff. Personnel refers to the totality of all human resources that an organization possesses. These are employees of the organization, as well as partners who are involved in the implementation of certain projects, experts involved in conducting research, developing strategies, and implementing various activities. To organize effective personnel activities, management needs to have a good understanding of the following characteristics of personnel: 1. characteristics of individual behavior (aptitudes, talents, needs, values, gender and age characteristics, national and cultural characteristics); 2. features of group behavior (team values, rules of behavior, stage of development of the team, leadership features, ways of behavior in a conflict situation); 3. features of the behavior of leaders, who are characterized by features of both individual and group behavior.

Finance. Finance as an element of an organization most often means not only monetary, but also other resources that the organization has or can attract to carry out its own activities. From the point of view of personnel management, the most important component of an organization’s resources is “human capital”, which is understood as the stock of knowledge, skills and work motivation available to each employee, which in turn contribute to the growth of his labor productivity and production in general and thereby influence growth this person's income.

Control. Management means the process of coordinating various activities taking into account their goals, conditions for implementation, and stages of implementation. Features of organization management are manifested in the dominant management style.

Life cycle of an organization.

The life cycle of an organization is understood as the period of existence of an organization in the environment, which consists of four stages: 1. formation of the organization, 2. growth, 3. stabilization, 4. crisis.

1. Formation. The period of formation of the organization, awareness of its goals, creative growth. It is important for an organization to find a product that can be offered to the consumer.

2. Growth. A period of rapid growth of the organization, the volume of goods sold increases, the number of personnel, the number of divisions, and areas of activity increase.

3. Stabilization. Growth stabilization period. The organization strives to reduce production costs by cutting costs and maximizing standardization of its own activities.

4. Crisis. A period characterized by a sharp decline in sales and a decrease in profits. The organization is looking for new opportunities and ways to retain markets. Characteristic: high staff turnover, increasing conflicts. If an organization finds a new product attractive to the market, then a new life cycle begins, otherwise the death of the organization occurs.