Foreign experience in personnel management in an educational institution. Foreign experience in personnel management in an organization

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Introduction

The relevance of research. Modern conditions of activity of industrial enterprises require the creation of an effective system of personnel management of the enterprise, the development of its personnel potential.

In this situation, there is a need for a theoretical rethinking of personnel processes, the development of a methodology for the formation of a strategy and tactics for the effective use of the personnel of industrial enterprises, contributing to the rise and development of the domestic industry, ensuring their competitiveness both in domestic and global markets.

The insufficiently high level of professional training of part of the personnel of industrial enterprises makes it difficult for them to adapt to modern requirements, which makes the theoretical development of socio-economic mechanisms for the training and reproduction of highly qualified workers of industrial enterprises with a high level of general and specialized education especially significant and relevant.

It should be noted that at present, a particularly acute problem facing industrial enterprises is the creation of personnel management services that meet the requirements of modern management, their own effective systems for training, retraining and advanced training of personnel, including industrial workers, since the system created in the Soviet At times, the system of their professional training was practically eliminated.

At the same time, in existing scientific research, insufficient attention is paid to the problems of forming an effective personnel management system for industrial enterprises and preserving their human resources, concepts, practices and prospects for its development, creating their own effective training system, retraining and advanced training of employees of enterprises, a search and selection system leading cadres.

There is practically no methodology for developing and creating an effective system for managing the professional and qualification development of the personnel potential of industrial enterprises. The quantity and quality of available publications does not correspond to the severity and relevance of solving the relevant problems.

The problem of personnel management of industrial enterprises is one of the most important problems of modern management, is relevant and requires systematic consideration.

object research is foreign experience in personnel management.

Subject studies are the processes of personnel management of the enterprise in a market system of economic relations.

The purpose of this thesis is to study the foreign experience of enterprise personnel management and its application in Russian conditions.

Specifying the goal, it should be noted that in the course of writing the work the following tasks should be solved:

familiarization with the theoretical part of personnel management;

· review of personnel management systems in some foreign countries;

· Assessment of the state of the personnel management system at OAO NefAZ, as an example of the application of foreign experience in personnel management in modern Russian conditions.

The information base of the study is a set of special and scientific literature, laws and regulations, statistical data; economic research on the topic; reference and periodical literature; monographs on analysis and accounting.

Chapter1 . Enterprise personnel management system

1.1 Personnel management: concept and approaches

An enterprise (organization, firm), being an integral production and economic system, can nevertheless be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during the decomposition. So, some authors single out technical, administrative (managerial) and human, or personal-cultural subsystems as subsystems. Others in the management of production (enterprise) distinguish two parts: management of activities and management of people. Activity management consists of planning activities, setting production targets, creating a system for measuring the work performed, and monitoring the implementation of tasks. People management includes ensuring cooperation between all members of the workforce, personnel policy, training, informing, motivating employees and other important components of the work of a leader as a manager. You can find in the literature and other options for structuring the production and economic system. However, attention is drawn to the fact that the personnel component is almost always singled out as an integral part of the management system, which is not accidental. The most important area of activity of any enterprise (organization, firm) has been and remains labor supply: attraction of labor force, its necessary training, creation of conditions for rational use.

The production system, its material and personal components are influenced by many factors. Technique and technology are changing, which determine the requirements for the labor force, the direction of its special training, the level of qualification, etc. The composition of the labor force changes under the influence of both objective and subjective factors (for example, there is a change in the composition of employees under the influence of staff turnover, a natural and continuous process of qualification growth, motivational assumptions in relation to work change, etc.). There is a need for constant managerial influence on the structure of jobs, on the number and composition of employees.

A specific type of management activity, the object of which is a team of workers - personnel, is called personnel management (personnel).

In recent years, other concepts have been widely used in scientific literature and practice: labor management, labor management, personnel management, human resource management, human factor management, personnel policy, personnel work, etc., one way or another related to human labor activity, management of his behavior in production.

The translated literature, with its different terminology, characteristic of various schools of management, also contributes to great discord. The most common terms are:

Personnel administration - personnel management (recruitment, control, placement, training, use of the enterprise's human resources), relations between administrative staff and subordinates; "human relations" in industry;

Personnel management - personnel management (including selection, training, working conditions, payment, safety issues); labor Relations; relationship between administration and individual workers;

Personnel relations - personnel management, etc. As often happens, when trying to define and reveal the content of a particular concept, the authors focus on the most important, in their opinion, side, tasks, forms of manifestation, etc. So, speaking about the management of labor resources, they mean the part of the population belonging to this category, which is subject to systematic influence and regulation by society at the stage of formation, distribution and use in the territorial context.

The concept of "personnel management (personnel)" is close in meaning to the concept of "human resource management". In both cases, the object of managerial influence is the same, the difference is in the specific approach to the employee, to his workforce as a resource.

With the technocratic approach, management decisions are primarily subordinated to the interests of production (maximization of output, fulfillment of the plan, etc.): the number and composition of employees are determined based on the technology used, the technological and operational division of labor, the given rhythm of production, intra-production labor cooperation, etc. d. Thus, personnel management is, as it were, absorbed by the production management process and is reduced to the selection of personnel with appropriate professional and qualification characteristics and their placement based on the tasks of organizing production and labor.

The humanistic approach to personnel management implies the creation of such working conditions and such content that would reduce the degree of alienation of the employee from his work activity and from other employees. Therefore, according to this concept, the functioning of production, and most importantly, its effectiveness (efficiency) largely depends not only on the compliance of the number and professional and qualification composition of the workforce with the requirements of technology and technology, but also on the level of motivation of workers, the degree of consideration of their interests and etc., which requires more attention to taking into account the interests of the employee as a person: increasing the content of work, improving working conditions, realizing a person’s personal aspirations, his ideas about the place of work among life goals, etc.

With this approach, "personnel management" is interpreted more broadly. Management decisions go beyond purely economic provisions and are based on the provisions of sociology, physiology and psychology of work.

The development of the concept of personnel management followed the path of overcoming the technocratic approach to a person as a machine, connecting his motivational resources, socio-psychological factors for increasing labor productivity and production efficiency, and taking into account the interests of the employee as a person.

Human resource management has adopted the fundamental principles of scientific management theory, such as the use of scientific analysis to determine how to perform tasks, the selection of workers best suited to perform work, the provision of appropriate training for workers, the systematic and correct use of material incentives, etc.

A particularly great contribution was made by the school of "human relations", the formation of which is associated with the theory of motivation by E. Mayo. The principles of people management developed by her proclaimed taking into account the desires and expectations of people, interpersonal relationships. The combination of the rationality of the organization with the satisfaction of the employee with their activities was also emphasized by later schools of scientific management.

These requirements are embodied in the behavioral concept of management, focused on the use of various methods of motivation: management by goals, enrichment of labor, participation of employees in management (participatory management).

The widespread practice of working with personnel, focused on the consumption of labor in conditions of stable employment, as well as rigid organizational structures, is being replaced by new management models that include:

Creation of conditions for the expansion of knowledge, advanced training, continuous self-improvement;

The use of "packages" of motivational programs when expanding the powers of employees in making business decisions;

Formation of new moral values shared by all the staff of the company;

Flexible and adaptive use of "human resources", increasing the creative and organizational activity of the staff, the formation of a humanized organizational culture.

Thus, the new ideology of personnel management is largely based on employee motivation. The attitude of an employee to work is formed under the influence of aspirations, life goals, the possibility of self-expression and self-realization, the content of work. Hence, the main factors of motivation to work are:

Recognition in work;

Achievements in work;

Responsibility and independence;

Opportunity for professional advancement;

Opportunity for personal development.

Of great importance are the guarantee of employment, working conditions, the level of payment, the nature of interpersonal relations in the team of workers, etc. Therefore, fundamentally new approaches to personnel management are largely associated with the concept of the quality of working life.

1.2 Essence and tasks of management

It is clear that production management is carried out through a person: through people, certain adjustments are made to the technical, technological and organizational aspects of the production process. But the workers themselves are the object of management. This concerns, first of all, the quantity and quality of the labor force, the formation of labor potential, its development and use, the motivation of labor behavior, labor and personal relations, etc.

And in order to reveal the content of this specific type of managerial activity, let us first clarify what is the object and subject of management. The object of management is an individual employee, as well as a certain combination of them, acting as a labor collective. The totality of employees can include both the entire personnel of an enterprise (organization, firm), which are subject to general management decisions, and the personnel of a structural unit (department, shop) or production cell (team).

A distinctive feature of a group of workers as an object of management is a certain interconnection of the activities of workers due to common goals, which characterizes them as a team.

The subjects of personnel management are a group of specialists who perform the relevant functions as employees of the personnel service, as well as managers of all levels who perform the function of management in relation to their subordinates.

Determining the need for personnel, taking into account the development strategy of the enterprise, the volume of production of products and services;

Formation of the numerical and qualitative composition of personnel (acquisition system, placement);

Personnel policy (relationship with the external and internal labor market, release, redistribution and retraining of personnel);

The system of general and professional training of personnel;

Adaptation of employees at the enterprise;

Remuneration and stimulation of labor, a system of material and moral interest; - assessment of activities and certification of personnel, its orientation towards encouraging and promoting employees based on the results of work and the value of the employee for the enterprise; - personnel development system (training and retraining, increasing flexibility in use in production, ensuring professional and qualification growth through the planning of a working (labor) career - interpersonal relations between employees, between employees, administration and public organizations;

The activities of the multifunctional personnel service as a body responsible for providing the enterprise with labor and for reliable social protection of the employee.

The goals of personnel management of an enterprise (organization) are: - increasing the competitiveness of an enterprise in market conditions; - increasing the efficiency of production and labor, in particular, achieving maximum profit;

Ensuring high social efficiency of the functioning of the team.

Successful achievement of the set goals requires the solution of such tasks as:

Ensuring the needs of the enterprise in the labor force in the required volumes and the required qualifications;

Achieving a reasonable correlation between the organizational and technical structure of the production potential and the structure of the labor potential;

Full and effective use of the potential of the employee and the production team as a whole;

Providing conditions for highly productive work, a high level of its organization, motivation, self-discipline, developing the employee's habit of interaction and cooperation;

Consolidation of an employee at the enterprise, the formation of a stable team as a condition for the payback of funds spent on labor (attraction, development of personnel);

Ensuring the realization of the desires, needs and interests of employees in relation to the content of labor, working conditions, type of employment, the possibility of professional qualification and promotion, etc.; - harmonization of production and social tasks (balancing the interests of the enterprise and the interests of employees, economic and social efficiency );

Improving the efficiency of personnel management, achieving management goals while reducing labor costs.

The effectiveness of personnel management, the most complete implementation of the goals set largely depend on the choice of options for building the enterprise personnel management system itself, understanding the mechanism of its functioning, choosing the most optimal technologies and methods of working with people.

1.3 Methodology of personnel management

Management in the cybernetic understanding is, as is known, a purposeful influence on the system and its elements in order to preserve the structure and state of the system or transfer it to another state in accordance with the purpose of the functioning and development of this system.

The goals of regulation in general are to ensure, maintain and prevent certain consequences, depending on the specific nature of the manifestations on the part of the control object.

The labor collective is a kind of "Personnel" system, consisting constructively of elements that are interconnected. It has its own internal structure, since employees differ in their functions, categories, professions and many other characteristics: demographic (gender, age), economic (experience, training, motivation), socio-psychological (discipline, ability to interact), etc. The system itself seems to be quite complex, since it is characterized by many links between elements both horizontally (between employees) and vertically (between structural divisions, management bodies, etc.).

The personnel management is based on determining the development trajectory of the "Personnel" system and regulating its behavior in dynamics in accordance with the development of the external environment, internal contradictions, and the tasks of the enterprise (organization, firm) as a production and economic system.

With regard to the personnel of an enterprise, management means the development and implementation of managerial influence on the totality of characteristics of the labor potential of an employee and a team in order to bring them into line with both the current tasks of the enterprise’s functioning and its development strategy, the need to fully use the opportunities associated with the role of the human factor in modern production. Therefore, management decisions are aimed not only at individual employees as elements of the "Personnel" system, but also at maintaining production relationships between them, at the very structure of the system, its proportions, at the behavior of the system as a whole, its development.

The state of the "Personnel" system is determined both by its own goals and by the goals of production. The labor force employed at the enterprise must correspond to the material factor of production (the applied equipment, technology, the organization of production and labor caused by them). So, on the one hand, there are jobs with their requirements for workers in terms of qualifications, training, personal qualities, on the other hand, there are workers with different qualities, training, qualifications. Personnel management involves the impact on both parties in order to ensure the required compliance. This is a difficult task, as both the requirements for employees and the personnel of the enterprise are changing.

Management goes in the following directions:

Change in the number of employees and forms of employment;

Changing the structure of personnel;

Changing staff motivation, etc.

For this, various methods related to the technology of working with personnel are used: selection, hiring, requirements for hiring, training and promotion, evaluation and remuneration, etc.

The stable functioning of the system, its reliability largely depends on the promptness of the response to emerging violations ("failures") in the system. Assessing the state of the system, changing it under the influence of any managerial decision made, requires precisely taking into account these connections, anticipating negative responses at different levels. And since it is difficult to quickly provide such a response, it is necessary to focus on management methods that ensure or encourage its self-organization. At the same time, one should also take into account such a feature of the Kadry system: the reaction to a situation arising under the influence of internal and external factors is often not immediate, even promptly taken measures can affect only after a certain time (time lag).

The control mechanism is a system of controls, means and methods aimed at meeting the needs of the enterprise in the labor force of the required quantity, quality and by a certain time. Goals of management are achieved by implementing certain principles and methods.

The principles interpreted in management theory as stable rules for the conscious activity of people in the process of management are due to the action of objective laws. Methods act as ways to implement principles.

Principles in general form are the starting points of theory, doctrine, science. In the course of the accumulation of empirical information about the expedient activities of people, its study of analysis and generalization, there was a selection of all that positive that formed the basis of the principles and rules of behavior, action, labor, management, and the creation of conditions that ensure the effective activity of individuals and labor collectives.Principles, which form the basis of effective personnel management are quite diverse. They are multilevel in nature (general, private, special, individual) and apply to different areas of activity (labor management across the whole society, industry, enterprise, individual employee). Among the general principles as personnel management tools, the following stand out: scientific, planned, comprehensive (systemic), continuity, normativity, economy, interest, responsibility, etc.

Private principles include compliance of management functions with production goals; individualization of work with personnel (individualization of recruitment, taking into account the wishes of a particular employee, individualization in case of release, promotion, payment according to the results of work, etc.); democratization of work with personnel (taking into account the collective opinion of employees when making the most important personnel decisions, competitive filling of vacant positions, democracy in management methods and leadership style, etc.); informatization of personnel work, ensuring its level sufficient for making informed decisions; selection of personnel for the primary production team, taking into account psychological compatibility, etc.

The situation is similar with the methods used in personnel management. Among them are general, widely used in the management of other objects (production, the national economy as a whole): administrative, economic, social - and a large number of specific, private methods. So, administrative methods, which are characterized by a direct centralized influence of the subject on the object of management, include: organizational and stabilizing (laws, charters, rules, instructions, regulations, etc.), administrative (orders, orders), disciplinary (establishment and implementation of forms of responsibility ).

Economic methods are a whole system of motives and incentives that encourage all workers to work fruitfully for the common good. Social methods are associated with social relations, with moral, psychological impact. With their help, civic and patriotic feelings are activated, value orientations of people are regulated through motivation, norms of behavior, the creation of a socio-psychological climate, moral stimulation, social planning and social policy at the enterprise (organization).

Personnel management should be based on the principles of a systematic approach and program-targeted management.

Building personnel management on the principles of a systematic approach and analysis means covering the entire personnel of the enterprise, linking specific decisions within the subsystem, taking into account their impact on the entire system as a whole, analyzing and making decisions regarding personnel, taking into account the external and internal environment, the entirety of relationships.

The need for a comprehensive, program-targeted approach in nature is due to the fact that certain types of activities within the framework of personnel management are carried out not on their own, but in conjunction with management goals.

In personnel management as a process, several private processes are distinguished:

* planning - determination of management goals, means of achieving them, modeling and forecasting of the management object;

* organization - recruitment work: career guidance, professional selection, recruitment, recruitment, job placement, vocational training, improvement of labor organization, improvement of working conditions, etc.;

* regulation - inter-departmental, inter-professional and qualification movement of the labor force, changes in the number of personnel, wage levels, etc.;

* control - control of the number, rationality of use, compliance with the position held, execution of personnel orders, etc.; * accounting - obtaining information about changes in the composition of personnel, maintaining state and internal reporting on personnel, etc.

1.4 Control technology

In order to effectively manage, it is necessary to know the mechanism of functioning of the process under study, the whole system of factors that cause it to change, as well as the means of influencing these factors. Therefore, we can talk about a certain mechanism for the functioning of the personnel management system and the use of various tools to influence the employee, i.e. e. about a certain technology for working with personnel.

In its most general form, technology is a technique, skill or service used to make certain changes in any material. Sociologist Charles Perrow writes off technology as a means of transforming raw materials—whether people, information, or physical materials—into the desired products and services. Lewis Davies gives a broader concept of technology: "Technology is the combination of skilled skills, equipment, infrastructure, tools and, accordingly, the technical knowledge necessary to effect the desired transformations in material, information or people." Management influences on the object of management - the personnel of the enterprise - can be directed directly to the employee or to their totality as a production cell, as well as to the factors of the internal and external environment in which the labor process takes place. In the latter case, we can talk about an indirect impact on the control object.

There are several types of technologies:

Multi-link, which refers to a series of interrelated tasks performed sequentially;

Intermediary - as the provision of services by some groups of people to others in solving specific problems;

Individual - with a specification of techniques, skills and services in relation to an individual employee.

An example of the implementation of multi-link technologies in personnel management is the adoption of managerial decisions at each stage of an employee’s working life at an enterprise (hiring, training, adaptation, direct labor activity, etc.) with their inherent specifics, corresponding tasks and methods of managerial influence. Intermediary technologies are used in the course of interaction between the personnel service and the heads of structural divisions of the enterprise on the implementation of personnel policy, selection of personnel, their assessment, etc.

Individual technologies are largely focused on managing people's behavior in the course of labor activity and are based on the use of methods of labor motivation, social psychology and, above all, methods of regulating interpersonal relations, etc.

In personnel management, it is important to know what goals can be achieved with the help of certain means of influence, how and through what it is carried out. The arsenal of means used here (methods, methods of working with personnel, expressed in various organizational forms) is quite diverse: - personnel planning;

Change management;

Optimization of the number and structure of personnel, regulation of labor movements; - development of rules for the admission, placement and dismissal of employees; - structuring of work, their new layout, the formation of a new content of labor, job duties;

Personnel cost management as a means of influencing the development of the employee's labor potential;

Organization of labor as a means of creating an environment conducive to the maximum return of the performer in the process of work;

Workload management, optimization of the working time structure;

Evaluation and control of activities;

The policy of remuneration for work, its high results; the provision of social services as a means of motivation, stabilization of the team; - tariff agreements between the administration and the team; - socio-psychological methods (methods for eliminating conflict situations, ensuring interaction, etc.);

Formation of corporate culture, etc.

Chapter2 . The main directions of application of foreign experience in modern Russian conditions

2.1 Japan

Japanese companies are not only economic units, but also, to a large extent, social organizations. Each company has its own corporate philosophy, which emphasizes such concepts as sincerity, harmony, cooperation, contribution to the improvement of society. The main factors that determine the prestige of a company in Japan are its legal status, controlled market share, stock exchange membership and corporate philosophy. These indicators are more significant than the share price or the level of profitability. The prestige of the company determines its access to external financial sources, the possibility of attracting HR with high potential.

From the prestige of the company for which the Japanese work, his recognition in society largely depends. In the public mind, working life is equivalent to personal life, individual survival and development of a person depend on the survival and development of the enterprise where he works. Under these conditions, the worker identifies himself with his firm and is ready to share its fate.

Organizational principles of a Japanese company:

* Market orientation.

* Continuous innovation.

* Attention is not to individual functions, but to their relationship.

The Japanese management style is based on persuasion rather than coercion of employees. The boss does not distinguish himself from the mass of subordinates, his task is not to manage the work that others do, but to promote the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. As a rule, in Japanese firms there are no detailed job descriptions, and the provisions on structural divisions are of a general nature. An employee sent to work receives only a certificate of appointment, informing that from such and such a date he is appointed to such and such a department for such and such a tariff category, without specifying specific duties, areas of responsibility or term of work. Having entered the subdivision, the employee masters labor operations and the peculiarities of interpersonal relations in the team with the support of work colleagues and the immediate supervisor. The organization of the workplace and production facilities contributes in every possible way to collective work. One of the major managerial differences between American and Japanese companies is the different nature of their time orientation. Japanese companies pay more attention to their long-term development.

There are also significant differences in the operation of the control mechanism. Control in Japanese companies is distinguished by its concentration in the hands of ordinary workers and "process orientation". Inside the company there is an exchange of information, frequent contacts and decision-making based on the principle of consensus.

In the use and development of human resources, Japanese companies prefer their employees to be "generalists", i.e. had a wide experience and knowledge that corresponded to the goals and interests of this particular company, while in the USA companies are looking for specialists whose knowledge and experience can be used in any other company in this type of work.

The main features that have a direct impact on the mobilization of HR in Japan include: lifetime employment, pay according to length of service, company trade unions, intra-company labor market, intra-company on-the-job training, rotation of the system of collective contracting and collective decision-making, intra-company social provision, systems of joint consultations of workers and entrepreneurs, quality control circles. Some researchers do not consider all these structures exclusively Japanese, recognizing their presence to one degree or another in other developed countries, but everyone agrees that it was in large Japanese companies that they received their most complete and effective development.

The system of lifetime employment, or, another name for it - long-term job security, is widespread in Japan. According to experts, it covers about 35% of employees, but in large companies - up to 50% and more. The system involves hiring an employee immediately after graduation from an educational institution and informal, i.e. legally unformed, retaining his place in the company until mandatory retirement. If the situation on the market is favorable for the company, the “pension ceiling” may be raised, but employees of retirement age will be transferred to lower salaries. According to the psychology of lifetime employment, an employee does not move from one organization to another. The organization takes care of him throughout his life and cannot easily break the alliance with the worker. If the employee himself leaves the company or is fired, this seriously affects his future career.

Japanese companies carefully select and complete their HR, and managers spend a lot of time informally assessing the work of a subordinate. Typically, an employee in a Japanese company receives a new appointment in two or three years and knows that the quality of his performance of his duties will determine the nature of his next appointment.

An important role in the management of HR in Japan is played by company trade unions, which are created on the basis of the enterprise and unite permanent workers. They include both "white" and "blue collar" leaders, elected exclusively from among themselves. A permanent employee remains a member of the trade union and is protected by it during the entire period of work in the company. For this reason, Japanese unions are often referred to as the "Second Personnel Department", the company's HR department. Collective bargaining becomes not a negotiation between management and a union, but a coordination or consultation on decision-making between two human resources departments of the same company.

An essential aspect of the formation of a company's HR is the practice of in-house vocational training. Each company prepares a HR for itself, and strives for its employee not to be a narrow specialist working in any company, but to diversify and multifunctionally meet exactly its goals and objectives.

The rotation process in Japanese companies is also highly functional because the very organization of the production process and management at enterprises is in the nature of a production contract with "dispersed responsibility" for the work performed.

Among the important features of the organization of work, stimulating and mobilizing the active participation of workers in the affairs of their enterprises, are also called permanent systems of joint consultations, in which managers and workers regularly exchange information about their affairs and plans. They operate in 70% of Japan's large firms and have played an important role in the relatively quick and quiet restructuring of Japanese companies in the introduction of robots and computer technology.

An additional source of mobilization of human resources is the fact that Japanese companies take upon themselves, in the words of W. Outi, "holistic care" for their employees. A significant part of their spending on the HR is realized in the form of spending on social needs (housing, medical care and leisure activities). This activity of Japanese companies is focused on strengthening the attachment of its employees, on their emotional and spiritual integration. Colorful ceremonies of official admission to the company of recruits are held annually. The training program for those hired by the company sometimes lasts for several years and includes not only extensive professional training, but also the study of the history, goals, and principles of the company. Sometimes companies use religious training methods. In order to strengthen group solidarity, new employees can be accommodated for a while in the company's hostel.

A characteristic feature of Japanese government is the use of a bureaucratic system. Its features relating to respect for the very status of a leader, collectivism, rationalization, impersonality and justice are well in line with the traditional cultural characteristics of the Far Eastern region.

The main features of labor management in Japanese enterprises are as follows:

* flexibility in the distribution of work and rotation of workers;

* mobility and long-term education of the HR;

* the use of mechanisms that interest employees in the results of their work;

* flexible organization of the system of material incentives;

* strict discipline in the workplace;

* Orientation towards the development of the Czech Republic.

These features are associated with the principle of long-term employment, supported by the mutual trust of employees and management, as well as their desire to maintain harmonious relations.

In Japanese companies, there are two departments, which in terms of their functions and structure do not have exact analogues in Western organizations. One of them is the so-called department of general affairs (“somu bu”)”, which deals with legal issues, internal relations, relations with shareholders, government agencies, trade associations and related companies, documentation, and often procurement. The other is Human Resources, Human Resources, HR, often an offshoot of somu-bu and split off from it when the company reaches a certain size.

In the largest corporations, the manager who heads the HR area is a member of the board and holds the position of director of HR; in his submission are the head and employees of the Department of Management of the Chechen Republic. Often there is a combination in one person of the functions of a director for the HR (ie, a person protecting the interests of shareholders, whose candidacy is approved by the general meeting of shareholders) and the head of the HR management department (ie, an employee). This special status is taken into account when remuneration and is especially significant in the process of collective bargaining, when this person, as it were, represents both sides.

The main document regulating labor relations in the company is the intra-company regulation on employment. All firms with 10 or more employees are required to register their internal regulations with the local labor standards office. The employment clause acts like an employment contract. It determines working conditions, its payment, requirements for permanent employees; kept in the personnel department.

In firms where there is a trade union, another basic document is the collective labor agreement. In its content and practical significance, it is similar to the provision on employment. What distinguishes it is that it defines the status of the trade union organization and its members in the company.

HR planning, closely linked to corporate planning, is still a rarity in Japan. In accordance with modern business conditions, it is considered quite sufficient to comply with the following rules:

* once hired should not be fired, except in extraordinary circumstances;

* upon reaching the age limit, the employee must retire or be transferred to a temporary job. Typically, Japanese companies carefully monitor only one long-term indicator - a balanced age structure of HR. There are two reasons for this:

1. Financial. Each year, a certain number of workers who have reached the age limit and receive the highest salary must retire. This significantly reduces payroll costs as they are replaced by graduates who are the least paid in the company.

2. Organizational and structural. Maintaining a certain age structure facilitates promotion.

Budget. Being in constant contact with other departments and knowing their annual needs, the HR department makes workforce projections throughout the company for the next budget year. Estimated labor costs are forecast. Finally, the HR department has its own budgetary requirements, of which recruitment, training, and social spending are the most expensive. Over the past ten years, the department's annual budget, excluding salaries and statutory social expenses, has been about 4% of the annual payroll budget.

Recruitment, training of personnel, their promotion, disciplinary action and dismissal, resolving issues related to remuneration and working conditions, social benefits and labor relations are the prerogative of the HR management department (heads of departments can make their proposals, they are consulted before a decision is made ).

Overtime. In Japanese companies, overtime is viewed positively. First, it is more economical than recruiting additional labor to meet fluctuating demand. Secondly, it brings additional income to employees. Overtime is not considered here as a manifestation of the incompetence of production managers or improper planning of the use of labor. With the consent of the representatives of the employees (or the trade union), overtime may be appointed at any time and for any period. As a result, in many companies, about 10-15% of the monthly salary of ordinary workers is overtime. However, at present, young workers tend to avoid overtime, as for them free time is often more important than additional earnings.

Social issues. In addition to statutory social benefits (sickness, unemployment and industrial accident insurance) and old-age pensions, there are many other social programs in Japanese companies. Housing and hostels, leisure and entertainment opportunities, cultural programs, housing construction loans, subsidies for meals and shopping in poi companies - all these programs are centrally implemented by the HR department. In addition, the range of problems he solves includes the issues of benefits paid, for example, in case of territorial transfer of a company employee. The Department of Human Resources Management organizes the issues of accommodation of the employee in the new place. Funerals of employees and their family members are also organized and paid for by the Department of Human Resources Management.

recruitment issues. The ideal for a Japanese company is to recruit a permanent workforce of graduates who would remain in the company until reaching the age limit.

The main requirements for candidates are accuracy, conscientiousness and goodwill.

In a Japanese company, it is commonly believed that specialization, division of labor, and emphasis on individual initiative can hurt the efficiency of the company as a whole. Therefore, it is group work and cooperation that are most often encouraged, with an emphasis on the interests of the entire corporation. The recruitment of workers is focused on meeting the general interests of the company, and not on the performance of a specific job in a specific place. New employees are recruited by the company, not by an individual manager. At best, the company invites new employees, designating a wide range of employment: production, sales, clerical work, etc. Even when work becomes unnecessary, employees are not fired. The company provides them with retraining and transfers to other places. School graduates with no work experience are recruited every year, and the company gradually brings them to the appropriate level of qualification and assimilation of the corporate culture. Thus, the age structure of the workforce is preserved, which is an important indicator of organizational dynamism and the ability for technical innovation. Companies in Japan always report the average age of employees in their annual financial statements.

In Japan, the following enlarged job scale has been adopted:

* specialist of the third category (university graduate);

* specialist of the second category (ordinary worker);

* specialist of the first category (ordinary worker);

* ordinary candidate for a managerial position

* manager of the third category (leading administrator or engineer);

* manager of the second category (deputy head of department, head of department, deputy head of department);

* manager of the first category (deputy head of department and chief engineer);

* head of department, director.

The wage system in Japan is based on the following basic principles:

* the amount of remuneration is determined primarily by social rather than economic factors;

* individual income is set taking into account how much other employees of the company receive;

* the system is consistent with the principle of long-term employment.

A characteristic trend in the organization of wages in Japan in the post-war period can be considered a decrease in differences in the structure and amount of earnings of various categories of personnel, in particular, workers and managers. The most important principle of remuneration is "fairness", i.e. application of a single payment procedure at all hierarchical levels. The functions of payroll management in Japanese companies are centralized and transferred to the department of HR management. Heads of departments do not deal with these issues and usually do not know how much their subordinates receive.

Both sides of the employment relationship consider wages in the long term. An entrepreneur who hires a graduate of an educational institution expects that he will work in this company for at least 30 years and receive about 200 million yen from it during his working life. In turn, a young man who has come to work in a firm hopes for a stable increase in earnings. The starting salary is rather low and depends on the level of education, its size is determined by the labor market (differences in the level of starting wages between enterprises are insignificant). Further growth depends on factors operating within the firm. In this sense, it can be said that in Japan there is no "average" wage for industry or for a particular profession. The employee's income includes: monthly remuneration; seasonal surcharges (bonuses); severance pay.

The monthly remuneration consists of fixed and variable parts. Its constant part is a fixed amount, the size of which is reviewed annually by the administration itself or as a result of negotiations with the trade union. It consists of the basic salary and monthly supplements. In firms that use the system of tariff-qualification categories, there are tables for each enlarged block of work, for example, for the sector of production, sales, for office work, etc., but the differences between them are insignificant. Every year, a permanent employee receives an increase in the qualification category if he did not have disciplinary sanctions and cases of a long absence from the workplace. Regardless of the annual intra-company salary increase, tariff tables are revised almost every year as a result of negotiations between the administration and the trade unions.

The number and amount of monthly surcharges, as a permanent part of the remuneration, are not the same in different companies. Benefits fall into four main categories:

1. Surcharges for work. Their main varieties: for specific professional skills; for absence from work.

2. Bonuses for working conditions. These include: allowances for heavy and dangerous work, as well as for shift work or remote work. Additional payments in this category are assigned only to workers.

3. Surcharges for the level of responsibility. Many companies pay extra only for the level of responsibility (official bonus). In most firms, a fixed amount is set for such payments, in others there is a fork.

4. Cost-of-living related co-payments.

The variable part of wages includes mainly remuneration for overtime work.

To ensure the scientific and technological development of a Japanese company, the following elements of the practice of intra-company HR management work:

1. In large companies, the system of selection and placement of personnel has been clearly worked out. By rigidly tying permanent employees to the firm, HR management services are able to effectively solve a wide range of HR management problems. A specific moment is the separation of recruitment procedures from the placement of personnel. When entering a permanent job, new employees do not know in advance where exactly they will work.

2. Intra-company transfers of personnel to other jobs and positions (rotation) are systematically carried out. This ensures the mobility of the HR within the company, the exchange of best practices and the establishment of interpersonal communications. Some companies (Mitsubishi, Matsushita, Sony) set individual career rules for promotions (e.g. change jobs at least three times in 14 years) and guidelines for the total number of "rotated" staff (5 % during a year).

3. Developed system of training and advanced training of personnel. In particular, systems of self-training at the workplace and mentoring are purposefully activated.

4. Well-established systems of material and moral incentives.

A necessary condition for effective work is the establishment of a clear coordination of all parts of the organization and the strengthening of production and labor discipline. “Before meeting the challenges of increasing productivity and quality, it is necessary to ensure the continuity and stability of the production process,” notes one Japanese executive.

The high level of labor and production discipline at Japanese enterprises has made it possible to successfully introduce progressive organizational technologies:

How to adopt foreign experience?

Therefore, already in the modern period, most Russian entrepreneurs and managers of various levels are forced to turn to foreign experience, since domestic experience cannot help them to sufficiently increase the efficiency of their staff. The correct application of certain techniques can increase profits by significant percentages, improve the atmosphere in the team, and achieve other beneficial results.

The main varieties of these models

There are several different models of personnel management. They are usually distinguished by geographical and national characteristics: Japanese, European and the model adopted in the United States. We will try to dwell on each of them, highlighting their pros and cons.

Japanese diagnostic model of personnel management

This model has several significant advantages, but also some disadvantages. They are based on the peculiarities of Japanese national and corporate culture. Lifetime employment is widespread in this country, and most corporations are interested in having their employees stay on the staff for many years. Therefore, the relationship between management and employees acquires a special character, which has much in common both with a traditional family, where the boss plays the role of a father, and with an army, in which management is likened to military commanders. At the same time, personnel management in Japan implies the presence of a corporate philosophy. Compliance with its spirit is often even more important criterion when hiring than the professional skills of an employee.

In its classical form, the Japanese model of personnel management requires several organizing principles to be followed. First of all, this is the general orientation of the team to meet the needs of the client. Employees should be able to constantly generate ideas, promote innovation. For this purpose, it is necessary that the formal distance between the boss and his subordinates should not be too great. The boss should be like the first among equals. Usually, modern Japanese corporations do not have clear job descriptions, structural units are not at all strict.

The boss of the company should be like a father who guides his children, but does not force them to make a choice, unless it is urgently necessary. Japanese companies are characterized by a desire to familiarize an employee with the entire work of the company, for this even those who should take leadership positions in the future, for example, the children of the owners, are usually promoted from the very bottom, transferred from department to department, so that they understand the whole structure of the company.

In the field of legal relations with employees, the Japanese model has several features. This is the lifetime employment already mentioned above and the increase in wages over time spent by the employee in the company, that is, according to the length of service, regardless of whether he is promoted. Internally, the firm creates its own labor market, allowing employees to be sent to those departments whose work they can do better, as well as internal training courses.

For the Japanese model, the priority is the social development of the company, maintaining the corporate loyalty of employees for many years. That is why it attracts many leaders around the world who are interested in keeping their employees with them for a long time.
The disadvantage of the Japanese system can be considered that it is focused on the Japanese national outlook and may not be as effective in our domestic environment. A certain informality of communication can be perceived as a weakness of the leadership, and a lifetime contract as a guarantee of a job, regardless of success. However, measures to create a unified corporate spirit can be very effective and significantly increase the level of profits and joint and several liability.

American model

It also has its own characteristics. First of all, it is distinguished by the presence of a large number of various manuals, textbooks, and so on, that is, it is more formalized.
In general, the American model is almost the complete opposite of the Japanese one we have already considered, since it is aimed at individualism, and not at maintaining collectivism. The national and cultural characteristics of the inhabitants of the United States play a significant role.

The first thing that distinguishes the American model from the Japanese one is the emphasis on the importance of the personality of the top management of the company. Some corporations even create entire departments dedicated to the selection and training of personnel for the highest positions of the company, individual work with candidates. As a result, the level of isolation from the rank and file of management in a classic American model company is very high.

The American model developed the idea of individual responsibility, individual decisions. An unspoken rule is often used there - whoever puts forward an idea implements it, but at the same time is responsible for it. At the same time, goals are developed that have a predominantly quantitative rather than qualitative value, and even in the short term.

Rivalry and competitiveness are encouraged between employees, especially between departments responsible for the development of various projects.

In the American model, it is the individual abilities of each employee that are considered as the basis for growth. Therefore, employees are given some degree of freedom in their decision-making, but at the same time, as mentioned above, they personally bear full responsibility for the results achieved.

When hiring, the role is played not by the personal qualities of a person, but by his professional skills and previous work experience. At the same time, corporate loyalty, especially for the rank and file and middle managers, is not considered something strictly mandatory, it is not given close attention.

American education is distinguished by a narrow specialization of graduates, which is typical for specialists in further work. Therefore, promotion in positions goes along an almost strict vertical.

The financier always works as a financier, and the HR manager always works as a HR manager.

As a result, professionals who feel ready to grow often have to leave their companies, as their respective higher positions are occupied. As a result, the American model of personnel management is characterized by high staff turnover, most specialists change companies every few years.

The disadvantages of the American model include the turnover of both managers and ordinary personnel, which prevents the formation of a single corporate spirit, ineffective support for teamwork, low loyalty to direct management, since such a model implies a desire to take the place of the boss.

European model of personnel management

This is the last of three major models. One of its main distinguishing features is high social standards as a goal in the implementation of work with personnel.

According to the European diagnostic model of personnel management, all production areas must be staffed to the fullest extent and with precisely such workers, whose professional and personal qualities are most appropriate for this service.
There should also be activities aimed at improving the efficiency of employees, for example, corporate holidays and team games that form a common corporate spirit.

Introduction

The relevance of the chosen research topic is due to the fact that the current conditions of the organization or enterprise require the creation of an effective personnel management system and which model of organization or enterprise management to choose, and should be considered preferable in Russia. In Russia, there is no tradition of using ready-made management solutions, so most enterprises build their own management systems on their own. This is largely determined by the specifics of the conditions in which Russian enterprises (organizations, firms) operate. Low labor and performance discipline, destruction of managerial ties and weakening of control after the collapse of the administrative system, as well as the absence (or insufficient number) of specially trained personnel.

In Russia, the state of the system of education, training and retraining of personnel can be called unsatisfactory. A significant proportion of managers of organizations believe that it is not worth spending money on staff training, it is easier to hire an employee with the required qualifications. With this approach, it is difficult to create the basis of a stable, prosperous company: a close-knit, permanent team of highly qualified employees devoted to the company. Enterprises often do not provide for the costs of advanced training and staff training. Currently, personnel management uses almost exclusively economic methods. Material incentives (salary, bonuses, profit sharing, etc.) do not always work, and organizations that prefer to use them cannot be sustainable for a long time. Human resources management is only as effective as how successfully the employees of an organization use their potential for the organization's corporate goals.

Thus, there is a lot of work to be done, both for managers and staff. For managers, it will first of all be concluded in the study of world experience in personnel management. Many, not knowing this experience, reject the very possibility of using it, referring to the unique specifics of Russia. However, it is doubtful that Western experts know better our country, the specifics of the country and the values that are inherent in our organizations. There are two management models in the world: Western (USA) and Eastern (Japan). Mutual influence and interpenetration of these models began about a quarter of a century ago. Now we can talk about some universal features of the personnel management model, which include Western and Eastern elements. Naturally, the application of certain management methods, regardless of their origin, requires change, adaptation to the socio-economic and cultural characteristics of the country.

The purpose of writing a final qualifying work is to develop recommendations for the use of foreign experience in personnel management in a small enterprise.

The main tasks of the work:

1) study foreign experience in personnel management;

2) to study the features of Russian personnel management;

) conduct an analysis of the activities of Dairy Products LLC in order to assess the composition of the staff;

4) to evaluate the personnel management system in Dairy Products LLC;

The object of the study is the activity of Dairy Products LLC (Novosibirsk).

The subject of the research is the composition and personnel management system of Dairy Products LLC.

Methodological basis: works of leading Russian and foreign authors such as Baryshnikova Yu.N., Vesnina V.R., Zhdankina N.A., Lukicheva L.I., Petrov N.P., Samoukina N.V. , as well as legislative and regulatory materials and documents.

The information base of the study was: the charter of Dairy Products LLC, the balance sheet for 2008-2009 (form No. 1) Dairy Products LLC, profit and loss statement for 2008-2009 (form No. 2 of the balance sheet).

The final qualifying work consists of an introduction, three chapters, a conclusion, a list of references and applications.

The first chapter deals with the problems of the Russian personnel management system, discusses the theoretical foundations of the Japanese personnel management system, conducts a comparative analysis of the Japanese and American personnel management models, and considers modified personnel management models.

In the second chapter, the characteristics of the LLC "Dairy Products" enterprise are given, the main financial indicators characterizing the financial and economic activities of the enterprise are considered, the analysis of the composition of the personnel of LLC "Dairy Products" is carried out, and an assessment of the personnel and the personnel management system is given.

In conclusion, the results are summarized and conclusions are drawn.

1. Foreign experience in personnel management

.1 Problems of development and establishment of the personnel management system in Russia

The creation of production is always associated with people working in the enterprise. Correct principles of production organization, optimal systems and procedures play an important role. However, industrial success depends on specific people, their knowledge, competence, qualifications, discipline, motivation, ability to solve problems and susceptibility to learning.

The basis of the concept of personnel management of the organization is currently the increasing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation that has arisen in our country, the change in the economic and political systems at the same time bring both great opportunities and serious threats to every individual, and introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in such a situation is of particular relevance and significance: it allows you to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization's personnel management system.

Personnel management is a process of systematic, systematically organized management, with the aim of both ensuring the effective functioning of the operational process and meeting the needs of personnel in their professional and personal development.

One of the most important functions of the personnel management service is the organization of the process of training personnel, improving their qualifications, and activating the human resource. All this is achieved only with the constant training of personnel, the improvement of their qualifications and the strategic determination of the professional orientation of people at the moment and in this production.

But the state policy in the field of human resources that has developed in Russia has turned out to be ineffective: the vocational school has been significantly weakened, there is no system for the development of enterprise personnel, and the old links between vocational education and professional work have been destroyed. The market of professions and the market of educational services in Russia are practically not connected.

The chosen path of Russia's transition to the market did not justify the hopes placed on it. The main results of several years of radical economic reform are more than well known: the decline in production, the impoverishment of the people; unemployment, strikes, unfavorable demographic changes, especially in the central regions of Russia, etc. Breaking habitual economic ties further enhances the manifestation of all these and other negative processes.

The evolution of the management system that took shape at the first stages of economic reform takes place in the specific conditions of the transition period. Its important features are:

instability of relations between enterprises and insufficient coordination of their activities;

freedom of economic activity, due to the existing legal system;

instability of the regulatory sphere and economic policy.

Undoubtedly, the question of personnel is of a strategic nature, both for large successful firms and for small ones.

The educational services market turned out to be practically unbalanced with the real needs of the skilled labor market. The quality level of employees of enterprises is significantly inferior to the requirements of the international labor market.

The personnel management system at most enterprises is inconsistent with the strategy of market reforms, which to a large extent hinders the possibility of implementing sustainable stabilization programs, revitalizing production and restructuring the economy, improving the quality and competitiveness of Russian products.

The current practice of work in the field of personnel management does not provide a qualitative renewal of personnel, specialists and managers. The enterprises also lack a unified system of work with personnel, primarily a system of scientifically based study of abilities and inclinations, professional and promotional promotion of employees. The functions of personnel management are dispersed between various services, departments and divisions of the enterprise, one way or another involved in solving personnel issues. Lack of necessary coordination does not allow effective personnel management.

Because of this, as a rule, HR departments are not yet able to take on the role of services that would provide, for example, the whole range of measures that guarantee the quality of the selection and placement of personnel at all levels.

It should also be noted the erosion of traditional values, which leads to serious disorders of personal beliefs and values. Stress, pressure and uncertainty are increasingly present in most forms of organizational life. Add to this the lack of information in almost all areas of economic life. As a result, an environment of uncertainty arises, when the activities of enterprises are mainly aimed at everyday survival.

Therefore, in these conditions, the effective management of the enterprise and human resources becomes especially important.

In order not to repeat the mistakes of the past, it is very important to make a significant adjustment of the economic strategy to implement a number of organizational and structural decisions. To eliminate such shortcomings, personnel development planning is necessary. First of all, this is the planning of the natural movement of personnel - retirement, dismissal due to illness, in connection with study, military service, etc. This is not difficult to do, but it is important to prepare an equivalent replacement in a timely manner. Another thing is more difficult - to strengthen the potential of the team, to increase its competitiveness.

Secondly, it is necessary to train and significantly improve the qualifications of the leadership corps in management, marketing, innovation, personnel management and a number of other disciplines, taking into account the specifics of the current economic situation and the Russian market. Formation of the business services industry should become one of the primary problems of structural investment policy. The set of programs used in the process of training and retraining of managers must comply with the changed and increased requirements for managers. Programs should orient managers towards assessing management effectiveness and, as a result, increasing competitiveness by maximizing the use of human resources in work, as opposed to economic growth achieved through additional investment.

Thirdly, it is important that corporate goals and values are perceived by the workforce as their own. We need, therefore, their propaganda, constant work with the team. At the same time, an objective assessment of the results of the employee's work and recognition of his merits by management and colleagues, as well as the possibility of taking the initiative, act as a condition for the emergence of interest in the affairs of the company.

If earlier, for many years, the vast majority of Russian enterprises pursued a personnel management policy according to a well-defined scheme: choosing a specialist from a wide range of job seekers, hiring him, perhaps a small “last education” at the place of work, and uniform work for the benefit of his native enterprise. Now this scheme requires significant adjustments.

During the period of economic crisis, in which modern Russia has been for some time now, the main direction of work with personnel should be considered development and the main emphasis is not on material and monetary incentives for employees, but on material, non-monetary and non-material.

Working with personnel in today's dynamically developing market is one of the key factors in increasing the competitiveness of a business. The effectiveness of the organization is due not so much to the use of a particular management system, but to how its elements are adapted to the production and market conditions in which it operates.

The study and application of effective methods of personnel management will allow us to qualitatively improve the organization of the work of employees and unite them into a single team.

1.2 Japanese model of personnel management

Considering the huge economic success of Japan and the role it plays in the modern world, the Japanese model of personnel management is of the greatest interest.

The conceptual foundations of the traditional Japanese personnel management system are rooted in the distant past, when the primary cells of society were feudal families-clans (ie). The head of the clan, the father of the family, had undivided power over all its other members, which led to the special strength of vertical personal ties of domination and subordination and strict discipline within this formation. It was the responsibility of the head of the clan to protect its members by all possible means, especially in the face of external danger. He was also responsible for ensuring the continued existence of the clan.

The presence of such a strong institution as the Japanese family-clan was until the first post-war years, and the general agreement with the order that prevailed there, allowed Japanese entrepreneurs to transfer IE to enterprises without much difficulty. In the production sphere, these principles were interpreted as follows: the enterprise is a “home”, “a single family”, the owner of the enterprise is the “father”, hired personnel are “children”, with the ensuing norms of behavior of the parties. Clan orders also gave rise to special "family" forms of labor organization, which demonstrated exceptional vitality. The viability of the traditional system was facilitated, among other things, by the rigid regulation of interpersonal relations in the country and the group psychology of the Japanese.

Describing interpersonal relations, we can say that the moral norms that were promoted by religion, defended and brought up by the Domostroy system of education, education, found confirmation in any manifestation of public life and powerful support from the state, deeply rooted in the consciousness of the people. These norms have taken the form of moral and moral-ethical laws, the observance of which is not only mandatory, but is considered the only acceptable form of individual behavior.

An important place among these norms is occupied by the principle of goodness - beneficence (he). “On” relationships arise quite naturally, by themselves, in addition to the will and efforts of the individual as a result of his belonging to any group and provide for the reciprocity of obligations. An individual who occupies a higher step in the social hierarchy acts as a benefactor, and those who are lower in response to the benefits rendered to him must fulfill certain obligations. These obligations are of two types: gimu - a permanent debt that exists outside of time limits (respect, loyalty, devotion, etc.), and giri - specific obligations to the benefactor that must be fulfilled within a set time frame. Respect for the obligations of gimu and giri is, without a doubt, an important factor in the cohesion of Japanese society, both at the macro level (nationwide scale) and at the micro level (family, school, enterprise).

An equally important cohesive factor is the group psychology of the Japanese. "Groupism" is based on the principle of wa ("peace and harmony"), which encourages strict observance of benevolent, correct-polite relations between members of the group. Adherence to this principle is inextricably linked with such behavioral attitudes common to the Japanese as remaining loyal to the goals of the group, willingness to give up one's own benefit, orientation towards reaching a compromise, soft but adamant upholding one's own dignity. Directly related to groupism is the total involvement of group members in its affairs.

Describing the essence of this phenomenon, the well-known Japanese authority in the field of labor relations, Professor Tadashi Hanami writes: “The Japanese expression marugakae (total involvement) gives a comprehensive idea of the nature of the relationship between Japanese entrepreneurs and employees. The latter experience a powerful urge to identify themselves with the firm, which has the character of a closed social group, analogous to the household, whose members are represented by the right of full emotional participation in the affairs of the group as individuals. This is one of the most powerful incentives for work motivation.

However, it must be clearly understood that such involvement of hired personnel is not a spontaneous phenomenon. It did not originate on its own, but was a natural consequence of the practice of "employment for life", "paid by seniority", as well as by firm organization of trade unions, i.e. specific triad of the organization of human resource management in large enterprises.

The first component of the triad, lifetime employment (shushin koyo), is defined as follows: “Strictly speaking, the term “lifetime employment” is not entirely correct. A more accurate term would be "employment for the duration of a career." Under the system of lifetime employment, the company that hires the worker undertakes to do everything in its power to keep him even during recessions and to ensure his continuous employment until retirement, except in extraordinary circumstances. This obligation is not fixed in employment contracts, but operates on the basis of the tacit consent of the employee and the administration.

The system of "lifetime employment" covers only permanently employed male workers in large enterprises, i.e. only a relatively small proportion of the employed.

Characteristics of the second component of the above triad - pay by seniority (nenko tingin): “The amount of wages is set depending on the length of service. The initial wage of an employee is determined by his age and level of education. As a rule, this payment is relatively low. However, every year it increases in accordance with the established scale. This process usually continues until the age of the worker reaches approximately 55 years.

As you can see, "pay by seniority" is inextricably linked with "lifetime employment": an employee can count on receiving a solid salary mainly with a long work experience in the same enterprise.

Finally, the third component is corporate trade unions (kigyo betsu rodokumiai). The share of such trade unions, built not according to the production and sectoral principle, but according to the principle “each enterprise has its own independent trade union”, accounts for almost 95% of the country's trade union organizations, and they unite 91.1% of all organized workers in their ranks.

Also a characteristic feature of the Japanese model is the group decision-making method. This method is called the ringi ritual in Japan. When organizing work to make an important decision, everyone who may be affected by it participates in its preparation. This work usually involves sixty to eighty people. But a group of three people is first created, which should listen and take into account the opinion of everyone. This process takes a long time and in any case until the moment when everyone, without exception, comes to full agreement. The Japanese proceed from the fact that understanding the decision made and agreeing with it are more important than the essence of the decision itself, since the differences in the possible options are very small, which is due to the general agreement within the framework of a certain consciously formed system of collective values and goals.

Also, Japanese firms are developing special programs, according to which the mandatory and consistent appointment of each of the leaders to a variety of positions of approximately the same managerial level is carried out. The emphasis is mainly on developing general-purpose managers capable of solving a wide range of problems faced by the firm. Along the way, another important task is being solved - to create a system of informal ties between representatives of various departments. Each employee is necessarily involved in the performance of a wide variety of functions, he will be transferred to other departments of the company, to branches located in other cities and countries.

And the last of the most characteristic features of the Japanese management model is the focus on quality. It has become a kind of obsession for the Japanese. Guided by this idea, they have achieved, in a very short period of time, the highest quality in the world in a wide range of products. But for this it was necessary not only to set ourselves the task of entering the international market with your product and successfully competing on it, but also to achieve the implementation of the most difficult thing - to organize specific work to improve quality on a national scale.

The Japanese proceed from the fact that it is always more expensive to fix defects than to prevent the appearance of defects. Hence, the main point of the concept of quality is aimed at preventing defects, preventing them during the production process. Here, a huge role was assigned to the workers, who themselves control the quality of their products and bear full responsibility for this.

The unique mechanisms for bringing this concept to life are the so-called quality circles, which involve almost all workers in enterprises. The purpose of the circles is to independently set and solve problems of improving product quality and improving production technology, developing inventions, improving labor cooperation, and increasing productivity.

The “circle”, in which both permanent and temporary workers are invited to participate, is headed by a foreman. Its task is to study various production problems directly related to this area. Typically, the group meets for one to two hours once a week to discuss a specific project or a specific issue.

The Japanese organized this work on the most serious and comprehensive basis. Their main approaches were based on the fact that the leadership should create favorable conditions for the work of the "circles"; the activities of the “circles” are planned in such a way that a positive attitude towards them becomes a natural result of participation in their activities. The purpose of quality circles goes far beyond the purely economic. It also consists in solving another task, perhaps a much more important socio-psychological task - to enable each worker to strengthen the sense of ownership and interest in the common cause, to increase labor motivation, to expand the horizon of activity and to be not only a worker, but and to a certain extent a planner, an engineer, and even an owner and an organic part of the firm.

The largest and, apparently, the most versatile blocks of the personnel management system in Japan have been briefly outlined above. In addition, researchers of Japanese management identify other features. Many of them are of a production or clarifying nature, and highlight narrow specific areas of work with personnel. However, the Japanese themselves, apparently not by chance, pay special attention to details, trifles, seeing in them something important, without which the entire system ceases to work effectively. These "details" include: the loyalty of employees and their identification with the corporation; creating an atmosphere of trust; the constant presence of management in production; a system of intensive communication both at work and outside it; joint ownership of information; high labor morale; adherence to the "five Cs" - the five principles of work: Seiri (organization), Seiton (tidiness), Seiso (cleanliness), Seiketsu (cleanliness) and Shitsuke (discipline); a developed system of social benefits and services provided by the company to its employees.

Summing up, we can say that the capabilities of the Japanese personnel management system are due to constant rotation, which contributes to the understanding by employees of the interrelationships of processes in the enterprise and their place and role in them; annual planning and evaluation of performance results jointly by the manager and subordinates, which allows you to form a single idea of the goals of the enterprise and increase the efficiency of production interaction.

1.3 Comparison of American and Japanese management models

The American model of personnel management does not need to be described in detail. The American model of personnel management is historically earlier and therefore the most famous and widespread not only in the United States, but also in other fears of the world. It makes no sense to specifically focus on it also because, according to the Japanese, American and Japanese management is 90% common, or the same, since modern Japanese management methods are borrowed mainly from Americans.

The reason why the Japanese have acquired the fame of "brilliant students" and "unsurpassed imitators" is that the sample they take from others is implanted into the real national-cultural organism in such a way that it becomes better than the original. The improvements made at first glance seem insignificant, or even simply illogical and contrary to the rules of profit maximization. And yet, the improved elements work very well.

If you carefully consider the typical controls used in the US and Japan, you can see a significant difference in them and even the opposite direction.

The comparison should start with such an element as "relationship to the human factor". Japanese management, both formally and informally, recognized the need to pay increased attention to the human factor, the employee and create all conditions for a person to work with self-esteem and receive satisfaction from work. Managers in Japan quickly learned that at the present stage of development of production, consistently high profits can only be obtained when social issues are resolved at the same high level, when the employee develops and realizes his human potential to the fullest extent. And I must say that in practical terms, they have done in this direction, perhaps more than anyone else in the world.

According to American researchers, in the United States, traditionally, the emphasis was on the development of technology, automation and control methods, and the human factor remained in the background as a necessary and inevitable application. Every year, hundreds of billions of dollars are allocated for the study of problems associated with scientific and technological progress, with the development of material factors of production and for the natural sciences. Funds are also allocated for serious economic research. But with funds for a scientific understanding of the place of man in production, for improving personnel management and improving the organization of the labor activity of people in work collectives, things are much more modest.

Americans are now becoming more and more aware that the main reason for the possible success in competition with them is to put the person in the spotlight and effectively manage personnel. They have already managed to prove that they can set themselves big tasks and solve them quite quickly. However, as one Japanese specialist noted: "The Americans have woken up, but have not yet got out of bed."

Let's compare the approaches to personnel management in the USA and Japan and present it in the form of a table (see Appendix A).

Of course, the data given in the table does not allow revealing all the subtleties of the differences, they are only indicated as such. At the same time, one should not define, for example, the Japanese model as obviously positive and therefore unconditionally acceptable, and the American one as respectively negative and unacceptable. However, we note that each of these models has given and is giving the proper effect if applied at the right time, in the right place, under the right conditions and by competent people.

For example, absolutely not all American companies use the American model in personnel management. There are many enterprises that use only some of its elements or use the Japanese model or some modification of these models.

1.4 Modified HR systems

It would be a big mistake if we considered the Japanese and American models as once and for all formed and do not tolerate the introduction of new elements more adequate to the needs of the time into their design. Management specialists have already studied both the American and Japanese models quite well, and have identified their positive and negative sides. Many Western experts, not without reason, believe that objective changes in the technical and technological basis of production, as well as in the socio-economic organization of society, require significant changes in the personnel management system. At the same time, the American model, which until recently was dominant in the West, is gradually evolving by including, on the one hand, the elements of the Japanese model that are most suitable for the West, and, on the other hand, its own progressive developments.

Japan, as an already established and tangible competitor, forced the Americans to critically rethink their traditional experience and take a fresh look at their own, but not widely instilled experience, the very experience that was mainly adopted by the Japanese and became native to them, but all still remaining a stranger in the native walls. In this regard, the observations and conclusions made by American scientists T. Peters and R. Waterman, based on a detailed survey conducted by an American management consulting firm on 62 large American corporations, which, according to the most stringent criteria, can be attributed to a number of exemplary ones, are very curious. According to the authors, one can clearly identify eight characteristic principles of effective management that exemplary American companies possess, and the vast majority of other firms, accordingly, do not:

) focus on action, on real steps to achieve success; predisposition to accomplishments and innovations, preservation of "foot speed";

) constantly face the consumer, meet his needs and anticipate his desires, learn from consumers and draw ideas from them;

) support of independence and entrepreneurship, encouragement of enthusiasts;

) consideration of people as the main source of increasing labor productivity and production efficiency;

) connection with life, value guidance;

) commitment to one's business, limiting one's activities only to what one owns best;

) simple form and modest management staff;

) freedom of action and rigidity at the same time, the coexistence of fanatical centralization in management with regard to a few fundamental values, and maximum autonomy up to workshops and work groups.

These principles, together with the “seven Cs” management scheme developed by the same authors (seven interrelated variable blocks - Shared Values, Structure, Strategy, Skill Sum, Composition of Employees, Management Style, Systems and Procedures), ensuring the effectiveness of company management, have become, in essence , the commandments of a successful entrepreneur. In them, in a concise form, both the strategy and tactics of managing an exemplary company are disclosed. Today, this model is widely known in the world not only among management theorists, but also among practitioners.

Modified models that were formed on the American basis and in American conditions, but containing many characteristic features of Japanese management, began to be called the Z-type management system, and the corresponding system of principles - the Z theory. These terms were introduced into scientific and practical circulation by William G. Ouchi, who published his book Theory Z, in which he tried to convince of the beneficial symbiosis of the American and Japanese models and the need to support and stimulate this trend in the development of the personnel management system in the United States in every possible way.

Of particular interest to us is the model developed and used for many years by the American corporation "IBM". And the point here is not only that IBM uses to the maximum extent what constitutes the arsenal of Z theory and the Japanese management system, but also that the IBM model contains and many original elements are being successfully implemented that make this corporation completely different from Western and Japanese companies. IBM does not fit into the canons of rational management in many ways, and yet, over the years, it has consistently achieved very inspiring results.

The essence of the management model applied at IBM is 20 principles (“Principles I”), which are divided into two relatively equal parts. The first part gravitates towards “Theory Z” to the maximum extent and includes the following 10 principles:

) strong beliefs leading to the establishment of common goals and deeply shared by both managers and ordinary employees;

) ethical values shared by employees;

) full employment policy (“lifetime employment”);

) enrichment of work, increasing the diversity of work;

) personal stimulation of labor;

) planning and securing a non-specialized career;

) personal participation in decision-making;

) the prevalence of implicit control, i.e. based on quantitative indicators and rational thinking;

) cultivating and developing a strong corporate culture;

) holistic approach to the employee; recognition of the priority of meeting the needs of workers.

The second group of principles, applied exclusively to IBM, aims to encourage the anarchy of individualism as a way to counter emerging bureaucratic tendencies and paternalism. This group included the following 10 “leading principles”:

) a strong (officially proclaimed and constantly maintained) belief in individualism (“respect for the person above all else”);

) personnel policy, which allows to realize this belief in practice;

) a single status for all employees, the same democratic conditions under which relations between employees cannot be based on the suppression of one person by another;

) recruitment of highly qualified specialists;

) expanded professional training of all employees, and especially top managers;

) maximum delegation of authority and responsibility to the lowest levels of performers;

) deliberate restriction of the activities of line managers (in order to withdraw administrative powers from them and transfer them down so that they manage not with the authority of the position, the authority of an informal leader);

) encouraging dissent and divergence of views;

) encouraging broad horizontal ties;

) institutionalization of changes. Constantly making changes dictated by life and allowing you to fight ossification and bureaucracy. Changing management structures, giving them flexibility, mobility and forms adequate to changes in external conditions.

Thus, the above principles make it possible to judge the essence and moving springs of the management system, as well as to get an idea of the possible and very likely direction of development of both foreign and domestic practice of personnel management of an enterprise and organization.

2. Analysis of the personnel management system of Dairy Products LLC

.1 Organizational and economic characteristics of Dairy Products LLC

Dairy Products Limited Liability Company, hereinafter referred to as the "Company", was established on the basis of the Civil Code of the Russian Federation and the Federal Law of the Russian Federation "On Limited Liability Companies".

Location of the permanent executive body of the Company, through which communication with the Company is carried out: Russian Federation, 630501, Novosibirsk region, Novosibirsk district, settlement of Krasnoobsk, GNU SibNIIZKHIM SO RAAS.

The Society is created to meet the needs of the Russian economy and the population in products, works, services, to ensure the employment of the population in socially useful work, and to make a profit.

The Company has the right to conclude contracts on its own behalf, acquire property and personal non-property rights and bear obligations, be a plaintiff and a defendant in court.

The Company has an independent balance sheet, settlement and other accounts in banks. The Company has a round seal containing its full corporate name in Russian and an indication of the location of the Company. The Company has the right to have stamps and letterheads with its own company name, its own emblem, as well as trademarks and other means of individualization registered in the prescribed manner.

The Company has the right to form reserve and other funds. The reserve fund is formed in the amount of at least 15% of the authorized capital of the Company. The formation of the reserve fund is carried out by annual deductions until the fund reaches the established size, but not less than 5% of the amount of net profit.

In its activities, the Company is guided by the current legislation and this Charter.

The authorized capital of the Company is formed in the amount of 10,000 rubles. The company's property consists of fixed assets and working capital, the value of which is reflected in an independent balance sheet.

The supreme management body of the Company is the General Meeting of the Members of the Company, which consists of the Members of the Company. Each Member of the Company shall have the number of votes at the General Meeting of Members of the Company in proportion to its share in the Authorized Capital of the Company. Meeting decisions are taken by open vote. The next General Meeting of the Members of the Company is convened at least once a year. The General Meeting of Participants, at which the annual results of the Company's activities are approved, is held no earlier than two months and no later than four months after the end of the financial year.

A participant in a limited liability company has the right to freely alienate his share or part of it to any other participant. However, such actions in relation to third parties are limited by the right of preemptive acquisition by other members of the company and may even be prohibited by the Articles of Association.

A member of the company may withdraw from it at any time, regardless of the consent of the other members. In this case, he must be paid the value of the part of the property corresponding to his share in the authorized capital.

The company may be voluntarily reorganized in the manner prescribed by law. The reorganization of the Company may be carried out in the form of a merger, accession, division, separation and transformation. When reorganizing, appropriate changes are made to the Charter of the Company.

The main activity of Dairy Products LLC is the production and sale of fat and oil products, namely spreads. Spread is an emulsion fat product with a mass fraction of total fat from 39% to 95% inclusive. Unlike margarine, the spread should have a plastic, easily spreadable consistency. Unlike butter, along with milk fat, the composition of spreads includes natural or hydrogenated vegetable oils in various proportions. Spreads are primarily recommended for dietary and preventive nutrition. After all, this product has a balanced composition; in addition to milk fats, it also includes vegetable fats, and they include polyunsaturated fatty acids (linoleic, linolenic, arachidic), which have a beneficial effect on our body. In addition, spreads are used in cooking and in the baking industry.

For the consumer, when purchasing it, two criteria are decisive. The first is the price. It is much lower than butter. The second is quality: improved composition, combination, a wide range of fat content (including low fat content), optimal shelf life compared to oil.

The main types of products:

Spread vegetable-fat "Slavyansky";

vegetable-and-cream spread Starokrestyanskiy;

creamy-vegetable spread "Peasant";

creamy-vegetable spread “Chocolate”.

The company owns equipment, namely two modern technological production lines for the production of spread in monoliths in boxes weighing 20 kg, 10 kg and a packaging line. This equipment is located on leased premises, so in the future it is planned to build our own plant. For this, land was purchased for a long-term lease, all communications began, and the project is being coordinated in parallel.

The organization also owns material and technical warehouses where butter, milk powder and other material assets necessary for the production of the spread are stored, as well as cold rooms for storing and freezing finished products.

All manufactured products are certified.

LLC "Dairy Products" has been operating in the market of oil and fat products for about four years. During this time, the company has conquered a certain part of the market from Siberia to the Far East. Dairy products LLC's clients are large wholesale companies, manufacturing companies and small wholesalers. The company already has its established image and reputation in the fat and oil market.

The company's goal system can be defined as follows:

production and introduction on the market of high-quality products;

increase in market share and take a leadership position on it;

continuous improvement of product quality and customer service quality.

The market for this product is seasonal, as it largely depends on the temperature regime and storage conditions, the peak of sales falls on the period from August to May. The competitive situation is developing approximately the same, the same manufacturers operate on the market, which occupy a larger or smaller share in different segments. LLC "Dairy Products" conducts a systematic analysis of the activities of competitors in the Novosibirsk region. The analysis examines the assortment policy, the level of consumer demand, pricing policy, the type and quality of products of competing firms.

LLC "Dairy Products" is a manufacturing company, therefore all its products come to the end consumer through a wholesale buyer (intermediary). Choosing an intermediary strategy is sometimes referred to as "vertical marketing". Here, a bypass strategy is used - the manufacturer deliberately refuses any agreements with resellers. There are no frictions and conflicts as in the case of a cooperation strategy, so the manufacturer has numerous chances (in the sense of positive aspects), because, for example, he can control the entire range of marketing tools at each stage of the marketing path.

Let's analyze the financial condition of the company and its ability to finance its activities.

The solvency of an enterprise is characterized by the degree of liquidity and indicates the financial capabilities of the organization to fully pay off its obligations as the debt matures (table 2.1).

Table 2.1 - Liquidity ratios for 2009

As can be seen from the table, at the beginning the value of the current liquidity ratio is far from the norm, but at the end of the current period, the liquidity ratio became 0.183<2, т.е. увеличился, но все равно у предприятия не достаточно средств для погашения краткосрочных обязательств в текущем периоде. Значение коэффициента срочной ликвидности снизилось и составило 0,56, что соответствует норме, определенной для России (0,56<0,8), т.е. предприятие имеет возможность погасить обязательства в сжатые сроки. Значение коэффициента абсолютной ликвидности на начало периода (2,78) находился в передах норматива, однако на конец отчетного периода показатель снизился (1,16).

Financial stability is a reflection of a stable excess of income over expenses, ensures free maneuvering of the company's funds and, through their effective use, contributes to the uninterrupted production and sale of products (table 2.2).

Table 2.2 - Ratios of financial stability and solvency for 2008-2009

Financial stability ratios and capital structure	Meaning
	at the beginning of the period	at the end of the period
Own working capital (rub.)
Own working capital ratio (%)
Share of fixed assets in non-current assets
Ratio of mobile to non-mobile assets
Real property value ratio
Agility factor
Permanent asset index
Coefficient of autonomy (independence)
Financial dependency ratio
Financial stability ratio

management personnel modified foreign

Based on the data in the table, we can say that the share of fixed assets of the enterprise in non-current assets has decreased, which is due to the reduction of long-term financial investments. The decrease in the share of mobile assets can be characterized as a negative trend. The coefficient of value of real property is within acceptable limits (more than 0.5), which means the acceptable degree of provision of the enterprise with the means of production. The company has a lack of equity capital. The ratio of own working capital at the beginning (-3.016<0,1) и на конец отчетного периода (-0,666<0,1) находится в пределах норматива.

In the reporting period, there is an increase in the financial stability ratio (from 0.136 to 0.457), but the ratio is still not within ³3 due to a large increase in accounts payable and reflects an increase in the company's dependence on negative short-term impact factors.

In the reporting period, there is a decrease in the maneuverability coefficient from 0.698 to 0.410 due to the reduction of own working capital, which characterizes the enterprise negatively. The fixed asset index tends to unity (0.648), therefore, the enterprises of Dairy Products LLC can be recommended to make long-term loans to form non-current assets in order to free up part of their own capital to increase the amount of mobile funds.

A decrease in the autonomy coefficient indicates an increase in the attraction of borrowed funds. An increase in the coefficient of financial dependence characterizes the enterprise not for the better (0.843). An increase in this ratio indicates an increase in the risk of bankruptcy and creates a potential risk of an enterprise having a shortage of funds.

The profitability of products shows how much profit falls on a unit of sold products. The growth of this indicator is a consequence of rising prices at constant costs for the production of sold products (works, services) or a decrease in production costs at constant prices, that is, a decrease in demand for the company's products, as well as a faster increase in prices than costs (table 2.3).

Table 2.3 - Profitability ratios for 2009

Profitability ratios	meaning
	at the beginning of the period	at the end of the period
Net profit
Overall profitability
Product profitability
Profitability of core business
Return on total capital
Return on equity

The overall profitability ratio amounted to 0.163 in the reporting period, which means that each ruble of sales brought 0.163 kopecks of book profit. Product profitability also declined over the period. Return on equity compared with the beginning of the period is 0.284, and increased by 0.052. This is due to an increase in the profitability of sales and the rate of asset turnover.

After conducting a financial analysis of the LLC "Dairy Products" company, we can say that the company is not absolutely liquid, at the end of the reporting period, the absolute liquidity ratio decreased. In general, there is a satisfactory state of the company's liquidity indicators, i.e. the financial position of the enterprise can be considered quite stable. In general, there is a tendency to increase the financial stability of the enterprise in the reporting period. However, the company needs to look for additional sources of financing in the near future.

In order to optimize the functioning of the enterprise, increase its efficiency, and, consequently, solvency and liquidity, it is necessary to pay attention to the development of new types of products, taking into account the requirements of the consumer market.

2.2 Analysis of the quantitative and qualitative composition of the personnel of Dairy Products LLC

The personnel management system is an indispensable component of the management and development of any organization, it is objective, arises with the emergence of the organization itself and is independent of anyone's will.

Let's start the study of the personnel management system with an assessment of the personnel of the organization, because this is an internal factor and largely determines the position of the enterprise in the market.

With the development of science and technology, there are also changes in the technology of influencing the object of labor, and this changes the content of labor activity, makes high demands on the composition and quality of the workforce. There is a need for high professionalism, the multifunctional use of an increasing number of workers, the elimination of economic illiteracy.

Based on the calculations of the need for personnel, Dairy Products LLC draws up a staffing table. It includes: a list of structural divisions of the organization, positions, as well as data on the number of staff units, salaries for each position, allowances and monthly payroll. For the staffing table, a standard form is provided - form No. T-3 (see Appendix B).

The staffing table at Dairy Products LLC is compiled by an accountant and coordinated with the head, who approves it (see Appendix B).

The personnel policy is formalized and regulated by the Collective Agreement, Enterprise Standards, Regulations and other regulatory documents. The organization approved the rules of the internal labor regulations for employees of the organization.

The internal labor regulations are a local regulatory act of an organization that regulates, in accordance with the Labor Code of the Russian Federation and other federal laws, the procedure for hiring and dismissing employees, the basic rights, duties and responsibilities of the parties to an employment contract, the mode of work, rest time, incentives and incentives applied to employees. penalties, as well as other issues of regulation of labor relations with this employer.

All employees of Dairy Products LLC conclude an employment contract when they are hired. An employment contract as an agreement on work is a legal fact that gives rise to an employment relationship.

According to the employment contract, the employee is obliged to fulfill any tasks of the employer within the framework of the agreed specialty (qualification, position), i.e. perform fully defined operations, functions, etc.

Employment contract - an agreement between an employer and an employee, according to which the employer undertakes to provide the employee with work according to the stipulated labor function, to ensure working conditions provided for by labor legislation and other regulatory legal acts containing labor law norms, a collective agreement, agreements, local regulations and by this agreement, to pay the employee wages in a timely manner and in full, and the employee undertakes to personally perform the labor function determined by this agreement, to comply with the internal labor regulations applicable to this employer.

The organizational structure of the personnel is presented in Appendix D. The number of employees of Dairy Products LLC is 35 people. Dynamics of the number of personnel for the period 2007-2010 shown in Figure 2.1.

Figure 2.1 - Dynamics of the number of personnel of Dairy Products LLC for 2007-2010

Thus, over 4 years, the average headcount increased by 15 people, the growth was 72%. It should be noted that the growth in the number of employees is one of the indirect indicators of the development of production and the growth of the enterprise.

Staff turnover is 2% (the ratio of the number of dismissed employees of their own free will and for violation of labor discipline to the average number of employees), which indicates a healthy socio-psychological climate and favorable working conditions created by the management for the organization's personnel.

Let's analyze the personnel composition of employees by gender (Figure 2.2).

Figure 2.2 - Gender composition of employees of LLC "Dairy Products" for 2009-2010

As can be seen from the figure, the number of men in the organization exceeds the number of women, which is due to the specifics of the activity. In 2010, the proportion of women working in the organization increased by 1 person and amounted to 20% of the total staff.

Figure 2.3 - Age structure of the personnel of Dairy Products LLC for 2010

Thus, in the organization, the average age of employees is 36 - 60 years.

Figure 2.4 - Personnel structure of LLC "Dairy Products" by length of service for 2010

The figure shows data characterizing the dynamics of the number of employees by length of service. The level of young specialists with less than 5 years of work experience was 14.2% of the total number of employees, specialists with work experience of 5 to 10 years - about 40%, and the largest share of 45.7% is accounted for by employees whose work experience at this enterprise is over 10 years.

The performance indicators of entrepreneurial activity are determined by a number of qualitative indicators that characterize the personnel potential, among which the most important are the level of education and professional experience of employees.

In order to analyze the staffing of the company with personnel with higher and secondary specialized education, consider the composition of the staff by educational level (table 2.4).

Table 2.4 - Analysis of the composition of the organization's personnel by educational level for the period 2008-2010

The table shows that the level of education in the organization has grown due to an increase in the proportion of employees with higher education. In general, the qualification composition of employees of LLC "Dairy Products" corresponds to the job requirements and duties of the personnel of a commercial company. At the same time, the director has a higher economic and legal education, the deputy director has an economic education, and the accountant has an economic education.

Thus, the personnel potential of Dairy Products LLC is quite diverse. The staff is stable, staff turnover is low, which indicates that the company has created all the necessary conditions for the normal work of the staff. Also, the increase in the share of workers with higher education and the predominance of workers with long work experience should be attributed to positive features.

2.3 Analysis of the personnel management system and personnel assessment in Dairy Products LLC

The core of any organization is the people who work in it and who need to be managed. The personnel management system is very versatile and multifaceted, it includes all aspects of the interaction of employees with the organization. The effectiveness of the organization's personnel management system is a system of indicators that reflect the ratio of costs and results, in relation to the interests of its participants. It is expressed in achieving the maximum effect with minimal labor costs and is measured as the ratio of the result to the cost of living labor in all areas of the organization.

Currently, there is the following procedure for the formation of personnel: the director hires a deputy director, a commercial director, a chief accountant, a production director, a technologist, a warehouse manager, and then the top management selects their own assistants.

Recruitment of personnel in Dairy Products LLC is carried out from external and internal sources. The means of external recruitment include: publication of advertisements in newspapers. A common method is to contact your employees with a request to recommend their friends or acquaintances for work.

Recruitment at LLC Dairy Products is a series of activities aimed at attracting candidates who have the qualities necessary to achieve the goals set by the organization.

In most cases, the person who is best qualified to do the actual job is selected for the vacancy. Of the most widely used methods for collecting information required for making a selection decision, interviews and tests are used.

The interview at LLC "Dairy Products" is the most widely used method of personnel selection. Even non-management employees are rarely hired without at least one interview.

A preliminary conversation with the candidates is conducted by the line manager. At the same time, he applies the general rules of the conversation, aimed at clarifying the education of the applicant, assessing his appearance and defining personal qualities.

During a conversation for hire, information is exchanged, usually in the form of questions and answers. There are various mistakes that reduce the effectiveness of ongoing conversations. A common mistake is the tendency to draw a conclusion about the applicant from the first impression, from the first minutes of the conversation. In addition, there are cases when the interviewer bases an opinion on the impression of how a person looks, sits in a chair, maintains eye contact, and on these impressions evaluates the applicant for the position.

When applying for a job, the candidate is asked to submit testimonials from previous superiors and other similar documents. If former employers provide only general minimal information, then letters of recommendation are of little use. If there is a need for background checks, a more acceptable alternative to writing may be a phone call to the previous boss in order to exchange views or clarify any questions of interest. The most frequently checked items are the last place of work and education.

Employment ends with the signing of an employment contract with the applicant.

Thus, the main task in LLC "Dairy Products" when hiring personnel is to meet the demand for employees in a qualitative sense. It is the quality of personnel in the conditions of market competition that is the main factor determining the survival and economic position of the organization.

Inside the organization, the employee goes through the process of forming certain qualities, assimilating organizational norms, traditions of interaction, etc. At the same time, the interaction in the organization can be effectively directed to the solution of certain tasks only with continuous evaluation of the people included in these tasks.

An assessment makes it possible to identify the characteristics of an employee as part of the organization's human capital and to better know those qualities that will allow using it most effectively.

This assessment is almost always carried out, despite the fact that Dairy Products LLC does not have any formal procedures for it. The very continuation of a person's work in the organization and the payment of a salary to him, to a certain extent, is considered the result of his evaluation by the organization.

Dairy Products LLC does not have clear criteria for selection and evaluation of candidates.

Personnel training in the organization is carried out in two main cases: when a person enters the organization and when he is appointed to a new position.

In order to assess the staff and assess the level of complexity of working relationships, the expectations of the team from the management of the enterprise, to identify the main needs for change, the opinions of the employees of the organization were studied and the results of the survey were compared with their own visual impressions. The practice of studying the opinions of the work team was based on questionnaires and partial interviews. The interviews were conducted in an informal setting with workers of various levels (higher, middle and lower) and professions. In the process of studying the opinions of employees, a number of significant shortcomings in the work of the organization were identified.

A comprehensive assessment was used to evaluate the personnel.

The purpose of the matrix assessment is to identify the strengths and weaknesses in the competencies of employees.

The competency profile of an employee is the basis for the individual work of the manager and the HR department, for stimulating internal and external motives, self-development, and the implementation of quality and work efficiency programs.

Position competence profile - the basis for personnel selection, personnel management work, job descriptions, certification, development plans, incentive programs, personal work plans.

Profile indicators are evaluated on a five-point scale.

The systemic nature of the assessment is that the survey allows you to simultaneously assess the compliance of employees in terms of work efficiency and their ranking, in terms of orientation to current and future production tasks, professionalism, work style, and social relations.

Matrix assessment methodology.

From the entire list of evaluation criteria, which may contain dozens of positions, the most significant criteria are distinguished by expert way by the heads of functional and linear divisions, which reveal professional requirements for this type of work, urgent tasks for employees, dictated by current and prospective production activities, as well as personal characteristics of employees and their work style. Of course, the development of objective and relevant indicators is a serious issue for the implementation of a comprehensive assessment. But it pays off well.

These criteria, the number of which should be optimal, and not infinite, are arranged in a matrix-table, where criteria are located on one side, and the names of the team members on the other side. Each employee gives his assessments to his colleagues. As a result, estimates are obtained for each employee according to relevant criteria at a specific time and in a specific team.

The value of this method lies in the fact that it really integrates corporate values, professional requirements, and personal characteristics of employees. In addition, it allows the head of the department to influence the formation of the team in the right directions, as well as to flexibly change (update) these directions depending on the state of affairs and changing tasks for the department.

Table 2.5 presents the selected criteria.

Table 2.5 - List of personnel assessment criteria

Current Requirements	Forward requirements	Professionalism	Activity style	professional relationship
Completing tasks	Individual work plan	Training	Responsibility	Tact
Quality performance	Learning and mastering new		Initiative	Decency
Completion on time		Job Knowledge	purposefulness	Confidence
		erudition	Accuracy	Sociability
		Plannedness	Democracy	Frankness
			Endurance	Sincerity
			Punctuality	Truthfulness

This list was distributed among the employees of Dairy Products LLC and the results of the survey are presented in Appendix D.

Thus, the highest indicator is characterized by the criterion "professional relations", the lowest - "promising requirements".

A questionnaire for assessing the professional qualities of employees was also developed. Employees were asked to evaluate the selected criteria on a ten-point scale (see Annex E).

The average scores obtained as a result of the survey are presented in Table 2.6.

Table 2.6 - The results of the assessment of the professional qualities of the personnel

Criterion	Average score
Knowledge of job responsibilities, skills to perform them in practice
Work experience and practical knowledge in the position held
Resilience to stressful situations, the ability to cope with crisis (unpredictable) phenomena, to overcome failures in a timely manner
Organizational skills, ability to achieve goals
Level of professional competence (personal professionalism)
The desire to improve professional knowledge (KP)
Initiative and resourcefulness, the desire for innovation
Ability to establish and maintain strong service business relationships (LMS) with superiors/subordinates
Clarity of expression of thoughts, culture of speech
Health and physical development
The tendency to increase the effectiveness of the results of professional activity with the accumulation of experience

The criteria that received the highest rating: the state of health and physical development, clarity of expression of thoughts, culture of speech, the ability to establish and maintain strong business relationships with the boss / subordinates. The staff is characterized by good indicators in terms of health and physical development, quite sufficient abilities to establish and maintain strong service and business relations with the boss and / or subordinates; clarity of expression of thoughts, culture of speech is quite obvious.

The criteria that received the lowest rating: work experience and practical knowledge in the position held, the level of professional competence (personal professionalism), initiative and resourcefulness, the desire for innovation.

This indicates that the experience and practical knowledge of the staff is not very great, initiative and resourcefulness are not always shown enough, as well as a satisfactory level of professional competence (personal professionalism).

The knowledge and practical skills of the staff are satisfactory, the level of organizational abilities and skills is satisfactory, however, it can be noted that there is a tendency to increase the effectiveness of the results of professional activities as experience is gained, as well as the desire to increase professional knowledge.

Thus, as a result of the analysis of the functioning of the personnel management system and its development, as well as the assessment of personnel in Dairy Products LLC, the following problems were identified:

lack of personnel service as such;

the search and selection of employees is not carried out in accordance with the personnel management strategy or personnel policy, but upon the occurrence of a "burning" vacancy;

there is no staff development, but the desire of employees for professional and career growth can be noted;

professional adaptation of personnel is implemented “in passing”, without sufficient organizational and methodological support;

lack of “propaganda” of changes and a new vision by employees of future prospects;

lack of staff development and training strategies.

These problems indicate the need to improve the personnel management system in the organization, and if the management of the organization pays due attention to this problem, then the company has every chance for further successful development.

3. The possibility of applying foreign experience in personnel management in Dairy Products LLC

1 Directions for improving the personnel management system, taking into account the Japanese experience in Dairy Products LLC

The main goal of personnel management is to ensure the effective organization of human resources within the organization and the formation of a person with high responsibility, collective psychology, high qualifications, and a developed sense of the co-owner of the enterprise.

The goals of personnel management will be achieved only if the management begins to consider the human resources of the enterprise as the key to its effectiveness. To achieve this, management must ensure the development of professional staff as an essential condition, the implementation of which is impossible without careful planning, painstaking work and evaluation.

Based on the above, a positive result from the introduction of any foreign management methods, including Japanese, is possible only if they can be fully adapted to the Russian economic culture. Possibly, the Japanese style of management, or at least its essential features, is similar in outlook to the Russian one. For Russia, which is almost a third of the Far Eastern country, this assumption does not look surprising.

The Japanese management system, according to many researchers, allows the most complete use of the knowledge and skills of employees in achieving the goals of the enterprise. Recently, an increasing number of American enterprises have been implementing the techniques and methods of the Japanese management model, which allow creating conditions for more productive work of employees. Probably, for the most effective management of Russian enterprises, it is expedient and affordable to integrate the best achievements of both Western and Japanese management, combining them optimally.

So, the introduction of what elements of the Japanese management system for Dairy Products LLC could determine their effective functioning?

The main tasks of business and government in Japan are the comfort of members of society and the satisfaction of individual needs. Competitiveness, equality and fairness are defined as equal and equally important criteria of social success. No less important criteria are the internal solidarity of members of sociologists at all levels, the absence of envy and investment in the future generation. Modern goals are generally declared as the creation of a prosperous society and favorable assistance to the world community.

Of paramount importance for the realization of the goals outlined above is the need to pay attention to the development of human resources. People are considered as the main competitive wealth of any organization. Human resources need to be developed in order to achieve strategic goals, not destroy the existing harmony and prevent disharmony in the future.

In this regard, it is necessary to make some changes in the personnel management system and develop measures related to the improvement of the new personnel management system of Dairy Products LLC and they can be presented in the following sequence.

For a leader, you need to start work with the cohesion of your team, for this you need to develop a strategy for the organization and bring it to all employees of the organization without exception. It is very useful that as many employees as possible take part in the development of the strategy, everyone's voice should be heard.

The second important step should be the discussion of the adopted strategy in the working group.

It is extremely important in each structural unit of Dairy Products LLC to form a clear and precise vision of how this strategy will be implemented in a particular department, team. At this stage, it is necessary to discuss with employees the behavior model of an employee of this unit, to discuss the criteria for evaluating work. The manager must make sure that all employees of his department understand their tasks and what behavior the company's management expects from them.

That is why the third step should be individual interviews with each employee of the department, unit, team. During these interviews, it is necessary to clarify the goals and objectives of the employee, his behavior, and, if necessary, make adjustments. In the future, such meetings should be regular and take place more often than under normal conditions.

To keep staff informed about the current and strategic position, it is recommended:

) availability of a schedule of meetings between the manager and employees, which is posted on the information stand;

) the opportunity, a few days before the scheduled meeting, to transfer questions to the secretary of the head that employees would like to receive an answer to. This point is important from the point of view that the manager cannot always competently answer some specific questions (of an economic, legal, etc. nature). In this regard, the possibility of a preliminary acquaintance with the questions provides him with the opportunity for preliminary consultations with specialists, as well as the opportunity to prepare documentary justifications for his answers.

In this case, the attention and care of the manager is the strongest stimulator of activity for the employee. Each employee should feel like a part of a team that cares about the fate of this person. In this case, the leader acts as a spokesman for the team's concern for the employee.

These measures should be aimed at creating a new image of attitude towards work in each employee and, first of all, in managers.

Involvement of personnel in decision making. Organizing this direction of activity, the management should be based on two main principles.

First, the person doing the work knows better than anyone else how to do it, and therefore is better able than anyone else to improve it.

Secondly, a person is most committed to his own ideas. Japan, the first nationwide to implement the idea of personnel involvement in decision-making, achieved better results at lower cost than competitors on the latest equipment, but with old command management methods that do not use the potential of the team. In this case, a simple and natural scheme was used:

the management of the organization created conditions for the manifestation of initiative, collective discussion of problems, participation in the implementation of their ideas;

the implementation of the proposals led to a significant increase in labor productivity in the workplace;

the growth in labor productivity, in turn, contributed to lower costs, and then led to an increase in sales volume and income growth.

The involvement of personnel in decision-making implies the moment of transfer of responsibility, and this, in turn, means that employees share responsibility for the state of affairs in the enterprise (whatever it is).

It is advisable to use elements of the Japanese on-the-job training system in the activities of Dairy Products LLC, namely: briefing and rotation.

The briefing is an explanation and demonstration of working methods directly at the workplace and is carried out both by an employee who has been performing these functions for a long time, and by a specially trained instructor. At a given enterprise, this function can be performed by a shift supervisor or production director. The briefing is, as a rule, short, focused on the development of specific operations or procedures that are part of the professional duties of the student. On-the-job coaching is an inexpensive and effective means of developing simple technical skills.

Rotation is a self-learning method in which an employee temporarily moves to another position in order to acquire new skills. In addition to a purely educational effect, rotation has a positive effect on employee motivation, helps to overcome the stress caused by monotonous production functions, because. employees at the enterprise are forced to work for many years at the same workplace, perform the same disgusting operation, which reduces their interest in work, suppresses initiative and hinders professional growth. The introduction of a rotation system creates conditions for the long-term interest in the employment of employees, can contribute to their professional growth, make employees happier, makes it possible to learn various aspects of the enterprise and act objectively in the interests of the entire company.

These proposals do not require any investments, and the rotation system can be fixed with the help of a provision (see Appendix G).

In addition to coaching and staff rotation in the analyzed enterprise, it is recommended to use the so-called training outside the workplace.

When hiring in this organization, excessive attention is paid to checking the special professional knowledge of job seekers and especially the presence of significant work experience in other organizations. At the same time, Dairy Products LLC does not have its own employee training programs. In Japanese companies, on the contrary, with rare exceptions, they do not require special narrow training from educational institutions and take into account, when hiring, mainly the general outlook of employees and their ability to get used to the team. Enterprises themselves train employees in the necessary narrow skills. Therefore, in this company it is necessary to introduce such a practice and at the same time create their own in-house training systems in order not to miss promising potential employees who do not have highly specialized knowledge, as well as to ensure the professional and human growth of employees.

To this end, the following measures are proposed for the development of personnel and periodic training of personnel.

Training at LLC "Dairy Products" should be focused on the present and designed to solve momentary business problems, its goal is to instill in the employee the specific skills that employees need.

Training is provided both on a compulsory and voluntary basis. All training is carried out in five stages:

1) analysis of the need for training;

2) planning and designing training;

) development of a training program;

) conducting training;

) evaluation of the effectiveness of training.

Strict observance of all stages is carried out, since if you skip at least one stage, the quality of training will noticeably decrease.

Personnel training at Dairy Products LLC should be carried out in the following cases:

when introducing new work standards;

when there are requirements to improve work efficiency;

with the emergence of new technologies;

when the demands of clients or customers increase;

when transferring employees to new positions;

when introducing new information systems;

when introducing new accounting standards;

when introducing other innovations.

The need for training is determined by the line manager, who organizes the training process for his subordinates. The main task of advanced training for managers, specialists and workers is to increase the level of qualification of all personnel, in order to form professionalism among employees.

After training, an assessment is carried out, which involves:

assessment of the level of professional knowledge of the employee;

assessment of the employee's production activities;

assessment of the personal qualities of an employee based on the requirements of the workplace.

Evaluation is carried out according to the following criteria (indicators) at 5 levels (on a 5-point scale). Evaluation criteria may change, but their structure remains unchanged. The performance evaluation criteria include:

1) results (efficiency) of activities:

For managers: personal contribution to the implementation of enterprise plans; no disruption of planned and contractual obligations; personal contribution to the introduction of new equipment and technology, improving the organization of labor in the new economic conditions, financial stability; favorable socio-psychological climate;

for specialists: full and proactive performance of official duties; no disruption of planned targets; observance of labor discipline; personal contribution to the introduction of new equipment and technology.

The head of the employee makes an analysis of his activities and makes a generalized assessment according to this criterion;

2) work quality:

For managers: skillful combination of management styles; the ability to choose promising strategies for the development of production;

for specialists: delivery of labor from the first presentation; no errors when performing tasks; mastery of related specialties; high culture of assignments, etc.;

) professionalism is assessed based on the experience or category of the employee, the quality of work, the absence of professional errors, independence in decision-making, the validity of the risk, etc.;

) assessment of the personal, that is, individual psychological qualities of the employee, is carried out in order to determine the compliance of these qualities with the requirements of the workplace.

Evaluation of the performance of employees is carried out by the immediate supervisor or an invited expert.

When evaluating the employees of this enterprise according to this methodology, a sheet is compiled for assessing the activities and characteristics of the personal qualities of the employee (table 3.1).

Table 3.1 - Evaluation of the activities and personal qualities of the employee

In this sheet, a “+” sign is put down in the corresponding column of the assessment. Then the average score is calculated. The sheet is signed by the certified specialist.

It should be noted that the assessment should be objective and competent, since the ability of employees to cope with the tasks and responsibilities assigned to them in the course of their activities largely depends on its result.

But the effectiveness of this process will be only when the enterprise has a parallel system of moral and material incentives.

3.2 Proposals for improving employee incentive systems

In the organizations of the Land of Cherry Blossoms, managers and owners proceed from the fact that it is the conditions, and not the managers, that should encourage the employee to work effectively. Therefore, Japanese leaders organize business in such a way that employees have the strongest motives for productive work, and motivation extends not only to the workplace, but also to the family environment.

Proceeding from this, in the LLC "Dairy Products" company, motivation should play a dominant role. After all, what is motivation? It can be defined as a set of forces that induce a person to carry out actions with the expenditure of certain efforts, at a certain level of diligence, with a certain degree of perseverance towards achieving the set goals.

The management of LLC "Dairy Products" in the process of working with the personnel of the organization should actively use both economic and non-economic types of motivation. The essence of economic methods is as follows: people, as a result of fulfilling the requirements of the leadership, receive benefits that increase their level of well-being. The most used economic motives in the company under consideration are: small bonus payments, salary increases, bonus programs, mainly for middle and top managers.

But since the main structure of the staff is made up of workers working in production, the following motivation scheme can be used to improve the quality of work and increase their interest.

In order to increase the material interest of workers, a system of remuneration based on the application of the criterion of labor efficiency is proposed. The essence of the proposed system is that the wages of employees consists of two parts: constant and variable. The constant part of the salary is a fixed (salary, tariff rate), and the variable part is a bonus, the amount of which depends not only on the results of the work of an individual employee, but also on the results of the work of the team in which he works, and his share in the overall results of the team . The peculiarity of the proposed payment system is that it not only stimulates the work of the employees themselves, but also provides for the management of the enterprise the possibility of operational management and stabilization of the necessary efficiency of the work of employees with uncontrolled changes in the income of the enterprise.

Incentives for employees to increase labor productivity at the enterprise have the advantage, since the relationship between results and labor costs is clearly defined.

When distributing the collective incentive fund, individual labor productivity can be determined for pieceworkers through the percentage of fulfillment of output standards, for part-time workers through the performance of standardized tasks.

Also, in order to improve material incentives, in addition to the basic tariff rate (salary), employees must be paid the following remuneration:

remuneration for continuous work experience.

Payment of remuneration to employees should be made in the form of monthly percentage bonuses to the official salary, depending on the continuous length of service that gives the right to receive remuneration (table 3.2).

Table 3.2 - Payment of remuneration

Accrual and payment of remuneration for continuous work experience in the specified amounts is made monthly for the actual time worked, subject to the availability of own funds.

The length of service is calculated once at the beginning of the year. The length of service that gives the right to receive remuneration includes only the time of work in the company Dairy Products LLC.

Heads of departments have the right to reduce the amount of remuneration for employees for production omissions in work, but not more than 50%:

in violation of labor and technological discipline;

late for work and early departure from work;

for disciplinary action;

for bringing to administrative and criminal liability;

for omissions at work.

In parallel, in order to improve the quality of the work of the team and increase their interest, the management of Dairy Products LLC is recommended to use the following staff motivation schemes:

Premium rewards;

pay lump-sum remuneration by the anniversaries of the work of employees at the enterprise;

valuable gifts;

declaration of gratitude, as well as the presentation of diplomas and certificates;

all employees should be provided with financial assistance in case of financial hardship, in case of an accident, prolonged illness, etc. If funds are available, it is also necessary to pay material assistance for vacation in the amount of up to two official salaries (tariff rates).

Calculate the effectiveness of the proposed measures. As foreign experience shows, in the case of material interest, labor productivity increases by 10%. Given that the incentive part of wages after the implementation of measures will average 20% of wages, then with an average wage of workers of 11,100 rubles, the economic effect will be:

* 0.20 * 0.1 \u003d 222 rubles. monthly from 1 person.

Consequently, for the year the savings will be: 222 * 12 * 20 people. (only workers) = 53280 rubles.

This frees up the payroll, which can be spent on periodic staff training.

Non-economic incentives can be both organizational and moral. Organizational include motivational goals to attract an employee to participate in the management of the organization. Based on this, the goals should be difficult and indicative, since such goals give rise in people to the desire to prove themselves, contribute to the emergence of excitement. Moral ways - public praise, in order to show that the employee is being watched, rejoiced at his success and distinguished from the rest of the staff, the possibility of granting the right to vote, more interesting work, recognition of the employee at any level.

All this will contribute to a significant increase in the level of work of the team and, accordingly, this will ensure an increase in profitability from the activities of the entire organization. Therefore, the policy of Dairy Products LLC should be built in such a way that the employee remuneration system responds flexibly to any changes that arise in the process of achieving the goals set.

Conclusion

Today in our country there are a large number of unresolved issues and contradictions in the organization of the personnel management system. The study and application of effective methods of personnel management will allow us to qualitatively improve the organization of the work of employees and unite them into a single team.

There are many management models. Some of them are based on the priority of the human factor, and differ significantly from one another. Their main differences lie in the interpretation of the main essential characteristics of workers, the motives of their labor activity, and social and production behavior. There are two management models in the world: Western (USA) and Eastern (Japan). Now we can also talk about some universal features of the personnel management model, which include Western and Eastern elements. Naturally, the application of certain management methods, regardless of their origin, requires change, adaptation to the socio-economic and cultural characteristics of the country.

In this work, in the first chapter, the problems of the Russian personnel management system were considered, the theoretical foundations of the Japanese and American personnel management systems, which are extremely diverse and meaningful, were outlined, and modified personnel management systems were considered.

Along with the theoretical foundations of the topic, in the second chapter, an analysis was made of the composition of the personnel and the personnel management system of Dairy Products LLC.

This organization has been operating in the market of oil and fat products for about four years. During this time, the company has conquered a certain part of the market from Siberia to the Far East. The number of staff is 35 people.

The personnel potential of Dairy Products LLC is quite diverse. The staff is stable, staff turnover is low, which indicates that the company has created all the necessary conditions for the normal work of the staff. Also, the increase in the share of workers with higher education and the predominance of workers with long work experience should be attributed to positive features.

The staff is characterized by good indicators in terms of health and physical development, quite sufficient abilities to establish and maintain strong service and business relations with the boss and / or subordinates; clarity of expression of thoughts, culture of speech is quite obvious.

However, the experience and practical knowledge of the staff are not very great, initiative and resourcefulness are not always shown enough, as well as a satisfactory level of professional competence (personal professionalism), but there is a tendency to increase the effectiveness of the results of professional activity as experience is gained, as well as the desire to improve professional skills. knowledge.

There is no qualified HR manager at Dairy Products LLC, so the personnel policy is not formed in any way. Personnel workflow, payroll and accounting of working time are carried out by the accounting department, personnel selection - by the head of the enterprise. The search and selection of employees is not carried out in accordance with the personnel management strategy, but upon the occurrence of a "hot vacancy". There is no strategy for the development and training of personnel, professional adaptation of personnel is implemented "along the way", without sufficient organizational and methodological support.

Having identified the main problems, some changes were proposed in the personnel management system and measures were developed related to the improvement of the new personnel management system of Dairy Products LLC:

) for a manager, you need to start work with the cohesion of your team, for this you need to develop a strategy for the organization and bring it to all employees of the organization without exception. It is very useful that as many employees as possible take part in the development of the strategy, everyone's voice should be heard;

) involvement of personnel in decision-making;

) it is advisable to use training at the workplace in the activities of Dairy Products LLC: briefing and rotation, and also use the so-called training outside the workplace in parallel;

) in order to increase the material interest of workers, a system of remuneration based on the application of the criterion of labor efficiency was proposed;

) also to improve the material incentives for employees, it is necessary to pay remuneration.

The proposed measures will help increase labor productivity, increase professional motivation, quick and high-quality decision-making, improve the social status of employees and effective personnel management, which in general will have a positive effect on the performance of Dairy Products LLC.

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