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CONTENTPreface to the Second Edition Introduction ______________________
Part I. Personnel audit: theoretical foundations
1.1. Organization as an audit object ____________
1.2. Audit as a form of diagnostic research
1.3. Classification of audit activities ______
1.6. Audit in the system of total quality management Part II. Management audit ___________________
2.1. Goals and objectives of management audit _________
2.2. Organizational foundations of management audit
2.3. Management audit process______________
2.4. Collection of information__________
61 _72 1.5. Improving the organization's management system
Through audit_________________________________78
165 .174 .181
Part IV. Practical work HR auditor 230
4.1. Analysis of labor indicators as the basis of an audit
Personnel 230
Job audit
recruitment audit
Layoff audit^
Compensation audit 291
Audit of working conditions, safety and health 315
Audit of intellectual capital _322
audit of the work of personnel management services 353
organizations 363
Controlling: basic concepts, goals and objectives
Personnel costs and their structure
Maintenance cost planning procedure
personnel
Analysis and controlling of personnel costs
Bibliographic list
Attachment 1. Order of the Ministry of Finance of the Russian Federation of April 1, 2002 No.
No. 26n “On approval of the form of a license form for
implementation of audit activities” 438
Application 2. Order of the Ministry of Finance of the Russian Federation of April 25, 2002
No. 34n "On approval of the form of the qualification form
auditor's certificate" 440
Annex 3. Scheme organizing and holding
internal audit of the PM system
Appendix 4 Structure of the ISO 9000_445 family of standards
Appendix 5 ISO 9000 446 series standards
Appendix 6 Member information card
competition "Russian organization of high social
efficiency" 448
Application 7. Examples of quality control procedures
for an audit firm
Appendix 8 GOSKOMSTAT Resolution Russia
"On approval of unified forms of primary
Accounting documentation for the accounting of labor and its payment "
April 27, 2001 468
Appendix 9 Report Structure Examples
Annex 10. Main directions and indicators,
used in the audit of personnel
Annex 11. Average number of employees _ 489
Annex 12. Analysis of the number and composition of employees_498
Annex 13. Frame Movement Analysis 505
Annex 14. Analysis of the use of working time
And labor rationing_ 508
Annex 15. Analysis dynamics and level
labor productivity
Annex 16. Labor performance indicators
managers and specialists
Application 17. Analysis of the use of the fund
Salary_ 524
Annex 18. Personnel utilization indicators 526
Annex 19. Labor productivity indicators 529
Annex 20. Determining the need for personnel 533
Annex 21. 2000 labor costs
(to be filled in for employees accounted for
AT average headcount) _538
Annex 22. Mathematical support of the system
personnel management 541
PREFACE TO THE SECOND EDITION
The first edition of this textbook was met with great interest by specialists professionally involved in personnel auditing. Approving feedback was also received from the employees of higher education.
The volume of the first edition of the book could not meet the demand. In this regard, the authors faced the task of either releasing an additional edition of the book, or undertaking its new edition. Taking into account the fact that during the time that has passed since the publication of the first edition, the authors have accumulated additional material and received individual comments from readers of the book, a decision was made on a new edition.
In preparing this publication, the results of scientific research of the Department of Human Resource Management of the Russian Academy of Economics named after. G.V. Plekhanov, as well as the experience of teachers of the department in the role of consultants for enterprises in various industries.
The changes and additions made to the book affected almost all of its chapters. Chapters 1, 3, 4 and 6 have undergone the greatest changes and additions.
Taking into account the increased interest of managers and specialists of enterprises involved in the improvement of audit systems in new areas of management development, the authors considered it appropriate to supplement the book with new chapters. Thus, chapters on quality audit and intellectual capital audit have been introduced.
INTRODUCTION
The successful activity of any organization, whether it is a state enterprise, an institution or a private commercial firm, is inconceivable without an analysis of labor indicators, which allows a more accurate assessment of the technical and economic potential; to determine the reserves for more efficient use of the enterprise's personnel, improvement of the organization, working conditions and its remuneration; find ways to normalize social and labor relations in the team, etc.
For a long time in our country, the management of any organization (enterprise, institution) was mainly focused on the inefficient, rational and economic use of financial and material resources in achieving the goals set, and the understanding of the role of personnel in the effective organization of the functioning of the enterprise was significantly reduced. This is especially clearly demonstrated by the level of wages in Russia: its share in GDP according to official data is currently slightly more than 40%, while “in countries with an efficient market economy, the cost of labor in assessing the contribution to the national wealth of the country ranges from 50 to 65%".
One of the acute problems of modern Russian production is the deterioration of working conditions and labor protection at enterprises. Every year more than 4 thousand people die in the country from accidents at work (1999 - 4259 people, 2000 - 4404 people 2), more than 9 thousand people become occupationally ill (1999 - 9055 people, 2000 - 9280 people 3).
Materials of the Ministry of Labor and Social Development of the Russian Federation for the meeting of the "round table" on the topic: "State policy in the field of assessment and efficiency of the use of the national wealth of Russia", held on July 19, 2001 in the Council of Federations,
Russia in numbers. Brief stagastic collection, - M., 2001. S. 91.
Russia in numbers. Brief statistical collection. - M., 2001. S. 91,
A similar situation in Russia has developed not only because of the collapse of the economy, the depreciation of fixed assets and other “global” reasons, but also because of the negligent attitude of the heads of organizations towards the employees of their enterprises, because of their desire to get as much income as possible without any or investments in personnel, security, labor organization, etc., as well as due to the inattentive attitude of the state to these issues.
Given the above, domestic entrepreneurs need to learn that the organization's personnel is the main value, that this is the main thing in understanding the organization's management process.
However, paradoxically, the study of the working personnel, the conditions in which they work, is a weak link among other issues in the analysis of the activities of the Russian Federation. The indicator of the success of the enterprise is, as a rule, the final economic criteria, stability, etc. But there are a number of specific indicators, without which the company's activities cannot be successful: the effectiveness (efficiency) of activities structural divisions and individual workers; satisfaction of the personnel with their work, conditions, organization of labor at this enterprise; staff turnover; compliance labor discipline; the presence of conflicts at all levels of relations; staff readiness for organizational change; the nature of the socio-psychological climate and the characteristics of the organizational culture that have developed in the organization.
The objective processes of decentralization of the management systems of the national economy and its branches, the transfer of the center of gravity to the micro level, to the level of organization, cause the emergence of an urgent need to bring all elements of the emerging management system in line with adequate management methods. Therefore, there is a need to create and test new forms and methods for assessing the activities of an organization, including new methods of analysis. labor relations and indicators that would not only reflect their actual state, but most importantly - ensure
We would like to consult and develop recommendations on the organization of labor and production, personnel management and provide practical assistance aimed at improving the efficiency of the social, labor and economic activities of the organization by independent experts in the field of labor, since without a thorough study of all these criteria it is impossible to effectively manage the organization, and regardless of the nature of its activities, size, form of ownership of the organizational and legal form.
That is why government agencies with the participation of social partners - trade unions and entrepreneurs, need to develop and implement new, modern ways of managing and controlling the activities of organizations, enterprises, firms in the field of labor and labor relations.
One of the ways of external assessment of the organization's activities, and in particular, the analysis of labor indicators is the creation of a special area of audit activity - the audit of the labor sphere (staff). At present, the audit is mainly used to evaluate financial activities organizations. Checks in individual areas labor activity: on labor rationing, on the organization of workplaces, on labor protection, personnel management, etc., which allow minimal , r> control the state of the labor sphere. At Russian enterprises, inspections are carried out (and often not carried out) or carried out formally, especially in private firms, they are all independent of each other, and the analysis and results of these inspections are in most cases not related; personnel audit is not carried out and therefore there is no data on the effectiveness of their conduct, impact on activities. The legal framework has not been developed, auditors are not trained in this area, there is no clear methodology for conducting an audit in the labor sphere, and the analysis and evaluation of one indicator or phenomenon in isolation from others give only a one-sided idea of the object under study. In this regard, a comprehensive analysis is needed that would study the level and dynamics of any individual indicator in close relationship with changes in the level and dynamics of all others.
This problem is poorly developed and is represented in the literature by the developments of a number of specialists, outlined in the work under the guidance of Doctor of Economics, prof. Kolosova R.P. (Economics of labor and social and labor relations: A textbook for universities / Ed.: G.G. Melikyan, R.P. Kolosova, ch. 15. - M. CheRo Publishing House; Moscow State University Publishing House, 1996) , research by scientists from the Belgorod State Technological Academy of Building Materials and the Belgorod branch of the Moscow International University of Business and information technologies(Garmashev A.A., Zakharov V.M. “Organizational and personnel audit”, - Belgorod: publishing house of the Belgorod Center for Social Technologies, 1998), study guide Kulintseva I.I. "Economics and sociology of labor", ch. 8 - M., publishing house of CJSC "Center for Economics and Marketing", 1999, and the textbook "Personnel Management of the Organization" (ed. by Prof. A.Ya. Kibanov, ch. 9.6. - M., INFRA-M , 2001), as well as in a number of works by the authors of this book.
In these works, the main characteristics of conducting audits in the sphere of labor are considered, the emphasis is mainly on the audit of personnel as such, and not on a comprehensive analysis of all aspects related to the labor indicators of the enterprise, the main issues of personnel audit (types, methods, audit parameters *) , are considered very briefly, the methodology and technology of conducting are not given, there is no scheme for concluding contracts for auditing and issuing audit reports, etc.
However, there is objective necessity in the detailed development of a mechanism for conducting an audit of personnel. This mechanism should be distinguished by the complexity and interconnectedness of all its constituent elements, be built taking into account the requirements imposed by the market on the activities of an enterprise in the sphere of labor. Such an “expertise” will make it possible to objectively evaluate the activities of an institution or enterprise in the field of organizing the labor process and make sure that this activity and the company’s development strategy, the regulation of labor relations and the laws, rules, instructions and methods that determine them are mutually consistent. Based on the results of the audit, directions can be identified for establishing, changing and improving the standards that determine the organization
Ganization of the labor process and the formation of social and labor relations in the organization (for example, internal regulations, job descriptions, qualification characteristics, etc.). An audit can contribute to personnel reshuffles that improve the quality of employees, promote the most promising employees and develop their creative activity, and will also increase the role of personnel management services, bring their activities closer to the goals of the organization, focus their attention on the most important issues. Personnel audit allows you to make sure that the labor potential is used fully and efficiently, and the organization and working conditions comply with the requirements of the law. Thus, the audit of personnel is an entrepreneurial activity for the implementation of independent non-departmental audits of economic entities in the field of labor and labor relations.
Its main goal is to assess the activities of an economic entity in the field of labor and labor relations, to establish Z.S the compliance of the forms and methods of organizing labor activity and labor relations used by an economic entity with the legislative and legal acts in force in the Russian Federation, as well as the development, based on the results of inspections, of proposals for optimizing the organization of labor activity and labor relations carried out by an economic entity. The achievement of this goal should be facilitated by the features (requirements) of conducting audit activities: independence and objectivity in conducting audits; confidentiality; professionalism; the competence and integrity of the auditor; use of methods of analysis of labor indicators; application of new information technologies; ability to accept rational decisions according to the audit; friendliness and loyalty to customers; the responsibility of the auditor for the consequences of his recommendations and conclusions based on the results of audits.
The object of the personnel audit is the state of the labor sphere of the economic entity, and the subject is the labor
Lective, his activities; organization, regulation, conditions and labor protection of personnel; observance of the rights and obligations of employees of all levels provided for by the legislation of the Russian Federation. It should be especially noted that in countries with a market economy, great importance is attached to the condition of employees, since they are the most important factor ensuring the profitability of the company, and this has long been confirmed by the existence of special personnel services at enterprises, the functions of which include the organization of the labor activity of the personnel of the enterprise during all its manifestations, as well as analysis of the effectiveness of this activity.
PART I
STAFF AUDIT: THEORETICAL FOUNDATIONS
1.1. ORGANIZATION AS OBJECT OF AUDIT
" Richard Jacques Audit and Analysis economic activity enterprises / Per. from fr. - M, UNITI, 1997. S. 146.
The modern level of understanding of management suggests that the object management activities are organizations. The term "organization" in management has two meanings:
it is a system" as an economic entity (enterprise,
company, firm, association, bank, company and other legal entities
wild faces);
is the process of creating the system itself, functioning from
its individual elements (organization of transport, warehouse
th, energy management, labor organization, etc.). AT
In this case, the term "organization" is used in the extended
nom interpretation, especially in a not entirely conceptually successful
combination of "organization of enterprise management".
Human behavior in a complex, multifunctional, dynamic system (which is an organization) is subject to special laws. Without their understanding, effective management is impossible.
The key point in this case is the definition individual interests of members of the organization(through research
Determining the actual levels of needs and the motivational structure of activity) and organizational interests(formalized and expressed in the mission, goals and objectives of the organization). Their coincidence or difference ultimately determines the effectiveness or inefficiency of the entire organizational system (see Fig. 1).
| in | external environment (real society and conditions of a particular market) |
|||||
| Organization (organizational environment as a way of coordinating public and personal interests) | ||||||
| People (personnel of the organization) | ||||||
| i 1 | L 1 T | k |
||||
| 1 | 1 G 1 | L" |
||||
Rice. 1. Interaction of interests of members of the organization with organizational interests
When considering any group of people as an organization, it is necessary to take into account sociality organizational mechanism, which leaves its mark on the consideration of a number of aspects of organizational activity. It means:
the whole is greater than the sum of its parts;
human behavior is determined not only by individual
motivation, but also the context of his inclusion in the organization;
the system is its history (it is necessary to take into account not only
current situation)
the dynamics of the development of the organization, i.e. organization behavior
and its members is ultimately determined by the organizational
paradigm 1, without changing which it is often impossible to
hush real effect innovation, innovation.
1 A paradigm is a theory (or problem setting model) adopted as a figurative solution to research problems. - Approx. ed. fourteen
The structure of the subdivision and, therefore, be a subsystem, also consisting of a number of elements inherent in it.
The complexity of technological, organizational and economic relationships between the elements of systems and subsystems predetermines the need to take into account the specific features of the methodological principles of system research in the process of studying the patterns and characteristics of firms' activities.
Firstly, The properties of a system are not simply the sum of the properties of its elements. The system also has other properties that arise precisely because of the presence of relationships between its elements. (law of emergence).
Secondly, the complexity of the firm as a real-life object of study requires representation in the form of a series of simplified (compared to reality) models. Each of them should be focused on solving a specific range of problems and be only some more or less significant simplification of a really existing object, a simplification that reflects only the most important (from the point of view of a specific task) study of the properties and interconnections of elements and the system as a whole.
Thirdly, the firm as a system cannot function without interrelations with the external environment, which has a significant impact on the conditions and results of the firm's activities, and therefore is an open system that is in continuous interaction with others, in other words, it is itself a subsystem of a more general economic system top level.
The audit is based on a systematic approach, in which the organization is a complex of interrelated systems (see Table 1):
firstly, as an open system, i.e. located in condition
viah multi-variant market development;
secondly, as a closed system, i.e. having a fixed
new organizational and regulatory structure, but there is
blowing inside open.
Significant management of the organization on the basis of external market criteria: the so-called macro- and microenvironment factors, market conditions. The macroenvironment is determined by factors of economic, technical, social, legal, political, etc. character; while the microenvironment - the behavior of consumers, the actions of competitors, the policies of suppliers and intermediaries. The current relationship between supply and demand, the specific conditions of the economic activity of the enterprise form the market situation.
Management based on "external" criteria involves the creation of the following subsystems in the organization: »subsystems for the perception of external (market) information;
Its main function is to organize market events.
Research;
subsystems for processing the received information, presuming
providing an analysis of the results of market research and
drawing concrete conclusions necessary for the strategy
organizational development planning;
response subsystem, including measures
acceptance in the market, aimed at the formation of
positive attitude towards the organization itself, and its final
products, services, as well as measures that regulate
competition, i.e. creating a competitive advantage.
Closed system - involves the division of the organization into internal interdependent and complementary systems that ultimately form its (organization) content.
When considering the organization as an open system, it was about the marketing concept of management, i.e. exactly the brand
Thing was the main instrument supporting its existence. When considering an organization as a closed system, strategy is such a main tool. The strategic skill of leaders is the most important condition for the existence of an organization as a closed system. Management of such a system involves the formation of system components. This is: “a subsystem within which such elements of the organization as mission, goals and strategy are interconnected. This subsystem has the character of a superstructure;
Content (static) subsystem of the organization. Sta
tic subsystem is described by morphology (structure
"empty seats" or organizational structure consisting of
departments and specific positions) and functional
strength (functional structure, characterize
all functions performed within the organization).
Compliance or non-compliance matters a lot
functional and morphological content. They were carried
responsibility leads to various forms of organizational
pathologies. The most important indicator of the content system
Organizational culture, as describing the values of the organization;
Organization development subsystem that forms, evaluates
shaya, optimizing the criteria for development and growth. Necessary
It can be noted that the development of an organization largely depends on
environmental factors and performance results
organization as an open system.
In table. 1 contains a brief summary of the main provisions of the systems approach.
A special place in the activities of the organization is the development of a strategy, or strategic planning - one of the main management functions, which is the process of determining the goals of the organization, as well as ways to achieve them (see Fig. 2.).
Strategic planning forms the basis for all management decisions. The functions of organization, motivation and control of management are focused on the development and implementation strategic plans.
Table 1.
Organization as a system
| Organirationalsystem | Managedcheskyconcept | Subsystem | Subsystem Description |
| Organization as a subject of market relations (as an open system) | Marketing Concept: Perception and Management BASED ON from external criteria | perception of external (market) information | conducting market research |
| market information processing | analysis of marketing information; formation of development directions |
||
| "response" response | market events; shaping consumer attitudes; regulation of competition |
||
| Organization as a closed system | The concept of strategic behavior | mission and goals of the organization | formation of the mission of the organization; formation of the organization's goals |
| development strategies | formation of a development strategy |
||
| content organization system (static level) | definition of the morphology of the organization; determination of functional fixation (analysis of functions implemented within the organization); determination of their compliance or non-compliance; definition of organizational culture |
||
| functional system of subdivisions (functions implemented within a separate subdivision) | definition of the goals of the unit; unit functions; organizational culture of the unit; assessment of the value of the unit for the organization; adaptability to the goals of the organization |
||
| development, growth of the organization (dynamic level) | definition of development criteria; determination of pocia indicators |
The development and implementation of the strategy is the most important function of the top management of the organization. As part of
Strategic planning addresses the following issues of organization management:
development of a corporate strategy;
preparation of strategic decisions in individual farms
venous areas;
analysis of the competitive environment;
definition of the main goals of the organization;
management of strategically important factors of activity
on the market;
formation marketing strategy on the individual market
the study life cycle products on the market;
order portfolio management;
shaping the strategic prospects for financing
nutritional investment;
formation of the personnel policy of the organization;
formulation of the general concept of enterprise development;
analysis of prospects in this area;
study of the cost structure.
| Mission of the organization | Goals | Assessment and analysis of the external environment |
||||
| - w | organizations | 4- |
||||
| 1 | i | " | G |
|||
| Strategy evaluation | Management survey of strengths and weaknesses |
|||||
| i | 1 | h | " |
|||
| Implementation of the strategy | Choosing a strategy | en strategist | 1LIZ ical native |
|||
| * - - | viola |
|||||
Rice. 2. Strategic planning process
Strategic planning determines the nature of strategic management. Implementation of strategic plans, strategic control and identification of emerging problems are operational management of the organization(See Fig. 3).
strategic plan
Company (enterprise) development plan
Diversification plan
Acquisition plan and merger plan
Development and research plan
Basic research planning
Research and development plan for new products
Marketing planning
R&D financial plan
operational plan
Administrative and management plan for research and development
Implementation plan for individual projects
Production plan
Implementation plan
Administrative management and plan
Financial plan
Rice. 3. Internal planning
An important factor in strategic planning is that the strategy developed by senior managers must be supported by middle managers and all employees. The latter should clearly represent their role in the activities of the company and the achievement of its long-term and short-term goals. To do this, they must be informed accordingly. Without a clear formulation of goals, there is no way to unite the efforts of all employees to achieve them.
An important aspect of managing an organization is the study and analysis of the external environment and internal problems of the organization. Analysis of the external environment allows you to answer the following specific questions:
Where is the business currently located?
Where does senior management think it should be located?
in the future?
What should managers do to get the organization out of
the position in which it is now has passed into
night position in which the leader would like to see her
dstvo?
It is very important to carefully analyze the following operating conditions of the organization:
Its business cycles;
changes in market conditions;
"availability of labor force;
sources of material and financial resources;
cooperation with government and other enterprises
yatami industry;
the organization's main competitors and other factors (see
rice. four).
(mission of the organization and correlated in
Structure (organizationalmanagerialorganization chart,hierarchicaldevice)
Technology
(existing in
organization order and basic
ways of activity)
time
strategic,
operational and
tactical tasks)
Finance
(means of organization
and/or their methods
receipt)
Staff
(people who are
members of the organization,
their knowledge, skills
and skills)
Control (fixed order
interaction between members of the organization)
Rice. 4. Basic elements of the organization
For a qualitative and complete understanding of the intra-organizational processes that determine its external image, it is necessary to single out its essential elements (see Fig. 5) 1 .
To study the activities of firms, the analysis of organizational, managerial and economic and technological structures of firms on the basis of appropriate models 2 is of the greatest importance.
A look at the organization through the prism of development cycles makes it possible to more accurately identify its main values and orientations, to specify the tasks facing the organization, the features of managerial approaches and staffing.
Personnel management: a textbook for universities, ed. T.Yu. Bazarova, B.L. Eremin. - M.: Banks and exchanges Yu11ITI, 1998.
3 See B.R. for model details. Adamov, S.D. Ilyenkova, T.P. Sirotina, S.A. Smirnov "Economics and statistics of firms", Moscow: Finance and statistics, 1996, pp. 53-92.
Initial position analysis
| SUCCESS FACTORS |
||||
| \ - | ||||
| FORECASTS | ASSOCIATED GROUPS EXPECTATIONS |
|||
| expectations of changes restrictions interests obstacles | " ». | clientele personnel company management owners government financiers partners |
||
| CAPABILITIES | RISK |
|||
| business area markets competitors pressure factors political factors | business area markets competitors social factors political factors |
|||
| STRENGTHS | » . | WEAK SIDES |
||
| in production on the market in | S | 1 | in production * on the market \\ economics in management in resources |
|
CONCLUSIONS
Responding to forecasts
Responding to the expectations of related groups
Exploiting Opportunities
Hazard Prevention
strengthening strengths and their use
Strengthening weaknesses
RESULT
Strategic plans operational plans
Rice. 5. Analysis of the starting position in the work of the organization "
1 Utkin E.A. Company management. - M.: AKALIS, 1996, p.513.
For IBM, the exemplary values (or code of conduct) are:
The issues of typology and diagnostics of organizational culture, unity and goals, formation of the company's image, management of changes in corporate culture, self-assessment of the organization, approaches to the formation of ethical codes, mechanisms for changing organizational culture are considered. Corresponds to the FGOS VPO of the third generation. For undergraduate students in management and economics. It may be useful for students of the master's program, heads of organizations and specialists dealing with issues of organizational culture.
Chapter 1. Human Behavior in an Organization
A person's behavior is largely determined by the organization in which his labor activity is carried out.
What is meant by the term "organization"?
P.M. Kerzhentsev wrote: “Organization is a mechanism where one wheel is hooked onto another. Both in the mechanism and in the organization, internal friction results from this. The less friction, the better the work goes. The organizer must coordinate the operation of the individual wheels in such a way as to reduce friction to a minimum.
Any organization includes the following main subsystems:
1) technical and technological - a set of jobs (from jobs of direct performers to company executives);
2) economic, which is based on the problems of formation and distribution of profits, remuneration systems, etc.;
3) social ( social organization) is a group of people united by a common goal.
The social subsystem is characterized by the following features:
Having a corporate purpose;
Horizontal specialization, or horizontal division of labor, associated with the existence of units and workers performing independent functions;
Vertical specialization, or vertical division of labor, which means the presence of a certain hierarchy and subordination.
The key points that determine the behavior in the organization of workers are:
The goals of the organization;
Organization model;
Organizational structure;
organizational culture;
Communications;
Motivation;
Performance appraisal and remuneration;
Organizational changes and innovation management;
Leadership style;
External environment;
behavioral marketing.
Organization classification
The following principles of classification are most often used and have the greatest practical significance.
By way of education can be identified formal and informal organizations. Formal organizations are registered in accordance with the legislation in force in a given country and have rights and obligations that determine their status. Informal organizations arise spontaneously, in accordance with the will and interests of their creators, they are not included in the formal social structure and do not have formal obligations and, accordingly, rights. If an informal organization passes the official registration determined by law, it will acquire the appropriate status and move into the category of formal organizations.
By relation to the basic goals of activity can be singled out commercial and non-commercial organizations. Commercial organizations see their main goal in making a profit; the goals of non-profit organizations are not related to making a profit (charitable, political, religious, cultural organizations).
Depending on the forms of ownership can be divided into public, private and municipal organizations. Major owner state organizations is the state. Private organizations - These are organizations, the main owner of which is an individual or a group of individuals. Municipal organizations - organizations, most of which are owned by local governments.
Organizations can be defined according to the specifics of the content of the main activity. The list of types of enterprises identified on this basis is as voluminous as the list of types of human activities is voluminous. These include educational, industrial, trade, military organizations, healthcare and cultural organizations, etc.
The belonging of an organization to one or more of the listed types affects the behavior and activities of people working in them or being their members.
Organization Models
Analysis and design of the organization. Management of human behavior in an organization begins with the construction of the organization itself, analysis of the conditions, goals and selection of an appropriate organizational model.
There are two main classical models: mechanical and organic.
mechanical model. In accordance with this model, the organization is seen as a kind of machine that works according to a strictly established order. It involves achieving a high level of production and efficiency based on the widespread use of rules, procedures, centralized authority, and high specialization of work.
The authorship of this model is attributed to the German scientist Max Weber. He first described its application and introduced the term "bureaucracy" as a way of organizing collective action. According to Weber, the bureaucratic structure is superior to any other form in terms of precision, stability, discipline, and reliability. It allows the leaders of the organization to predict the results of managerial actions and reactions to these results with high accuracy.
With a mechanical approach to the design of the organization, according to Weber, favorable conditions are provided for the management of organizational behavior, because:
All tasks are divided into specialized works. Specialization and division of labor make it possible to clearly define the functions, powers and authority that an employee needs to fulfill his duties, as well as coercive measures and the procedure for their application;
Each task is performed in accordance with a system of certain rules. These rules ensure unity and coordination of efforts, as well as continuity and stability, as they remain the same even if employees change;
Each structure of the organization is designed to perform work under the guidance of only a manager, whose authority is provided by the delegation of tasks from the top level of the hierarchy, and, therefore, any lower unit is subordinate to the higher one. Thus, an unbroken chain is created in the command structure;
Each employee of the organization is connected with his subordinates, clients or customers in an impersonal, formal way: emotional attachment harms the cause;
The basis for filling positions is only professional qualification, which is also a protection against arbitrary dismissal of an employee. Career carried out by seniority or depending on achievements in work.
As practice shows, the mechanistic model is usually used when designing an organization with a stable internal environment and a low level of environmental uncertainty.
However, the practice of organizations' activities has shown the limitations of "impersonal" models. AT modern conditions when the business environment is subject to rapid change, ideas about what an ideal organization should be are changing significantly.
The American classic of organizational behavior F. Lutens said about this: “In our age of complex, highly conflicting relationships and independently thinking employees, the bureaucratic model is just the starting point, but by no means the final point of organizational analysis.”
What are the main disadvantages of the bureaucratic model?
First of all, this is a conflict between specialized units, embedded in the very idea of functional specialization. The degree of this conflict may be different, but its existence leads to disproportions in the activities of the organization and, as a result, to a decrease in the effectiveness of its activities.
Each specialized unit strives for higher status and control over more resources, considering the functions that it performs the most important. In addition, the system of narrow specialization has negative consequences not only for the organization as a whole, but also for each employee in particular. The performance of specialized, monotonous and repetitive work can cause overwork and boredom in most workers, leading to a loss of motivation and interest in work.
The hierarchy of power leads to the inhibition of personal initiative, difficulty in the passage of ascending flows of information, and the lack of horizontal communications.
The main drawback of the system of rules is their high intrinsic value, when following them becomes an end in itself. At the same time, the form is more important than the content: the main thing is not to achieve a result, but to do it right. The disadvantage of depersonalization is the loss of personal factors of activity: initiative, responsibility, motivation, creativity.
The limitations of traditional models of effective joint activities people have been driven by the need to find other approaches. At the same time, management theorists and practitioners proceed from the fact that the modern business environment is characterized by high variability. Under these conditions, the most important requirements for modern organizations are flexibility, adaptability and learning ability.
organic model. This model is used to construct an organization that is characterized by high level adaptability, limited use of rules and procedures, decentralization of power and a relatively low degree of specialization.
The development of this model is associated with the names of English researchers T. Barnes and J. M. Stalker who first introduced the term "organic system" to refer to organizations with flexible management. In their opinion, the main advantages of the organic model are as follows:
Possesses flexibility and adaptability to the environment;
Provides maximum opportunities for the employee in all his interactions with the organization;
Contributes to the creation and maintenance of the employee's sense of personal dignity and significance;
The processes of decision-making, control and development of goals in an organization built on the basis of such a model are decentralized and divided at all levels;
Communication occurs in all directions, not just from top to bottom in the command chain.
Differences in quality characteristics This and the previous models are explained by the fact that the first of them focuses on the criteria of maximum efficiency and productivity, and the second - the criteria of maximum satisfaction, flexibility and development. These differences are especially pronounced in the processes that influence the behavior of a person in an organization.
American scientist Rensis Likert conducted a comparative analysis in this direction and came to the results shown in Table. 1.1.
Table 1.1. Differences between mechanical and organic models
The ending
Despite the conclusions of Rensis Likert, both models have their supporters. Practice shows that when designing an organization, one cannot be guided by the theory of "one best way". It all depends on the specific situation: the size of the organization, technology, the level of uncertainty in the environment, etc. So, large organizations under normal conditions require high specialization, formalization, standardization and a large number of hierarchical levels. Those same organizations, if they operate in a rapidly changing external environment, must use the characteristics of the organic model.
The goals of the organization and its mission
The main purpose of the existence of the organization is indicated as its mission. Based on the mission, the specific goals of the organization are determined. As a rule, they are different and diverse. One of the possible options for their classification is given in Table. 1.2.
Table 1.2. Classification of the goals of the organization
Successful implementation of goals depends primarily on how correctly they are chosen and formulated. When setting goals, certain requirements must be met.
Goals should be specific and measurable. Concrete and measurable forms form the basis of the report for subsequent decisions and evaluation of results.
Goals should have a temporal characteristic. Not only what the organization wants to do, but also when, must be specified. Typically, goals are long-term (calculated for five, sometimes more years), medium-term (from one to five years) and short-term (within a year).
Goals must be achievable. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken.
To be effective, the multiple goals of an organization must be mutually supportive, i.e. the actions and decisions required to achieve one goal must not interfere with the achievement of other goals.
Based on the goals of the organization, the goals of its units, groups and individual employees are formed. The organization makes it possible
Rice. 1.1. The tree of goals for managing the development of an organization is for people to achieve personal goals, to realize collectively what they are not able to achieve individually.
Thus, a hierarchy of goals is formed. The leader must coordinate the goals of departments, individual groups and individuals, direct them to achieve the goals of the entire organization, avoiding sharp contradictions and conflicts that affect the behavior of the organization.
An example of developing a tree of goals for managing the development of an organization is shown in fig. 1.1.
Mission of the organization is a general idea that forms the purpose of the organization in society.
As foreign experience shows, the importance of the mission can hardly be overestimated.
First, it provides direction and guidance for setting goals and strategies at various organizational levels.
Secondly, it influences the image of the organization, informing consumers, partners, employees, society as a whole about what this organization is, what it strives for, what values it shares.
Thirdly, the mission gives the organization certainty and personality.
Finally, the mission is the basis for the formation of organizational culture. It helps management manage the behavior of individuals, groups, and the entire organization.
Depending on the content and purpose of the mission, organizations are classified as follows (Fig. 1.2):
Rice. 1.2. Company mission classification
Determining the goals of an organization—whether it should operate to maximize profits or “serve the customer”—is the most important moral issue that a leader must decide. And although it has long been proven that attention to the consumer, the clientele determines the stability of the enterprise, provides it with a long-term interest, this truth is difficult to assimilate even in countries with a developed market. R. Merton emphasizes that this moral choice “is largely determined by the system of values within which the corporation operates. And these values, in turn, are based not so much on the economic functions of the corporation, but on the culture, traditions, own experience and personal inclinations of their leaders, which are revealed in the current economic, political and social situation.
Head of a prosperous American firm IBM Thomas Watson Jr. said: “I deeply believe that every business, in order to survive and succeed, needs a healthy set of core beliefs that guides all decisions and activities.”
The favorable attitude of society towards a corporation (and society is the totality of real and potential clients, business partners, shareholders of a corporation) has a rather attractive economic background: the activities of companies that are advanced from the point of view of society are covered in media mass media, a positive opinion is spread by word of mouth, and this contributes to the growth of sales, the competitiveness of the company, allows you to rely on loans, and such "indirect" advertising is highly valued.
The presence of socially significant values in the activities of the company sometimes allows you to increase efficiency without any special costs. For example, the management of McDonald's initially not only focused on price, quality, and market share, but was confident that the company was really serving Americans with limited means, giving them the opportunity to satisfy their hunger cheaply, but fully. This "social" mission gave greater weight to operational objectives. Chefs and waiters treated these "high" goals as a useful technique that helps to withstand a strict system of total quality control. It was easier to meet high standards when they were presented in the context of helping the community.
As an example, let us also cite the mission statement of the American company (bank) Sun Banks: “The mission of the Sun Banks company is to promote economic development and the well-being of the communities served by the company, by providing citizens and businesses with quality banking services in a manner and to such an extent that is consistent with high professional and ethical standards, ensuring a fair and appropriate return to the company's shareholders and fair treatment of the company's employees.
In this formulation, the orientation of the bank to ensure the interests of three groups is obvious: customers, shareholders, employees.
It is necessary that the goals be specific, pragmatic, expressed in the form of measurable indicators. For example, “increase return on invested capital up to 15% after taxes within five years” is addressed to shareholders; “to put into effect the provision of such and such new service”, “increase income on certain types of deposits up to so many percent per annum” - this is addressed to customers; “implement a 20-hour in-service management training program for 120 junior managers by the end of 1998 at a cost not exceeding 200 euros per trainee”, “increase the hourly tariff rate for so many cents” – this is addressed to employees; “to hire 120 long-term unemployed over the next two years” is an address to society.
V. Gerchikov, based on the study of fundamental strategic documents, conversations with about 30 top leaders of large Western European, American and Canadian companies and firms, identified six main components, various combinations of which made up the missions of Western firms.
1. Profit: “The main goal and meaning of the activity of any business organization is profit ... It is the size of current profit that shows how successful the organization is. If the profit is sufficient, you can think about business and development, pay a decent salary, solve social problems. If it doesn't exist, the rest doesn't exist."
2. Clients: “The customer is the most important thing in business. If we have regular and reliable customers and we satisfy their needs well, everything else will be – both profit, and development, and people who are satisfied with their work and salary.”
3. A business: “People need our business, without it, society (country, humanity ...) cannot live. And we must do this on a global level. And then everything will be - and customers, and profit, and development, and people satisfied with their work.
4. Employees: “Employee is the most important factor in any business. If he is willing to work, qualified, committed to the company and active, he will provide everything - customers, high quality, profits, and the constant development of our business.”
5. Development: “Life is dynamic, and in order to stay afloat for a long time, you need to change clients, business, and employees. Therefore, development is the only basis for long-term success for any company.”
6. Territory (settlement): “This component of the strategy can be the leading one if the organization's business is limited to a certain territory. Typically, a firm seeks to extend its influence over territories far beyond the limits dictated by the specifics of the actual business relationship.
Mission, like many basic concepts modern management, does not have a single generally accepted definition. There are many interpretations of this concept. Here is some of them.
“Mission is a strategic (general) goal that expresses the meaning of existence, the generally recognized purpose of the organization. This is the role that the enterprise wants to play in society" ( Gitelman L. Transformative management. M., 1999).
"The mission (purpose) of the organization is the answer to the question, what is the activity of the company and what does it intend to do" ( Mazur I., Shapiro A. Restructuring of enterprises and companies. M., 2000).
“In the case of a broad understanding, the mission is seen as a statement of philosophy and purpose” ( Vikhansky O., Naumov A. Management. M., 2001).
"Mission = Foresight + Creed" ( Wissema X. Strategic management and entrepreneurship. M., 2000).
The general goal, the meaning of existence, purpose, role, philosophy, foresight, creed… – you can continue the list of concepts that are associated with the mission of the company. However, this is unlikely to bring us closer to understanding the role of the mission as a fundamental regulation for managing a company in general and personnel in particular. And of course, this will not give an idea of the methodology for developing the mission and the format of its description.
Increased interest in the mission Russian companies associated not only with the fashion for the external attributes of an advanced business and the emergence of educated managers.
Firstly, there are a number of objective reasons that give rise to the need for a mission for companies that have come to the market in earnest and for a long time.
The mission as a global goal of the company turns it into a system. Moreover, into an open socio-economic system - the basis of market relations.
The mission as the most long-term goal of the company allows you to reasonably distribute efforts and resources to ensure long-term business performance. This is a necessary condition for the transition from a crisis management style (achieving and (or) maintaining momentary benefits) to a truly intelligent control(providing development prospects).
Mission (destiny) is an inherited goal that ensures a reasonable inheritance of capital under a shared family system of values and aspirations. This is a real mechanism for ensuring the succession of a business that can outlive its founder.
Secondly, development Russian market and its integration into the global economy, exacerbating competition, led to an understanding of the resource-forming role of the mission.
The cost of production is determined not only by saving resources. The mission can also significantly reduce the cost of production by reducing transaction costs by improving the quality of interaction between the company's departments among themselves and with the external environment.
The most advanced companies, having exhausted traditional methods of increasing competitiveness, are striving to introduce organizational development management technologies based on proactive changes. It is the mission that provides the strategic vision of the prospects necessary for this.
Thirdly, the transition to a saturated market, giving rise to new sales circumstances in the buyer's market, gave the mission additional facets. The success of a business now largely lies outside the company itself and is determined by its infrastructure. At the same time, the mission helps the company to take the right position in the partner value chain, realizing its potential in the best possible way.
The transition to professional corporate management based on procedures is fundamentally impossible without the development of a mission. It sits at the top of the organizational programming pyramid (Figure 1.3). It is thanks to the mission through the construction of a tree of goals and strategies, as well as a list of directions commercial activities the company can decide on its functionality - a list of constantly reproducible business functions, management functions and support functions. This makes it possible to form basic corporate regulations: a provision on the organizational structure of the company as a whole and a package of provisions on individual divisions that fix the areas of responsibility of management (see Fig. 1.3). Further detailing of these documents makes it possible to obtain personnel management regulations: functional duties, job description and job description (see Figure 1.3).
Rice. 1.3. Organizational Programming Pyramid
Model of ideal organizational behavior
Through values, ideals and principles of relations, a model of ideal production behavior is formed - the basis of the “soft” method of personnel management (Fig. 1.4). The personnel management strategy is implemented both through resource management - the formation of the necessary human resources, and through the organization's management - personnel motivation (Fig. 1.5). At the same time, the mission allows to overcome the apathy of established (successful) companies that have accumulated primary capital and satisfied their hygiene needs. It brings strategic meaning (purpose) to the activities of such companies, generates ambitious striving for excellence and thus becomes a platform for motivating further development.
Rice. 1.4. Organizational and functional model
Currently, the mission is considered as a basic regulation by supporters of both "hard" (regulations, structures, processes) and "soft" management schemes (ideology, culture, spirituality). Moreover, the mission is consolidation platform these approaches.
Market management of the company is based on the recognition of a fundamentally new basis for the relationship between the company and the market - the mutual openness of these systems.
Rice. 1.5. The structure of the basic regulations for the activities of personnel
This means that in order to determine the mission (purpose) of the company in the external environment, it is necessary:
Identify the supersystem (market) of which the company is a part;
Determine the properties (needs) of the market;
Determine the purpose (mission) of the company based on its role in the market to meet the needs of the latter.
Rice. 1.6. Model of ideal production behavior
In other words, the mission is the result of the company's positioning among other market participants.
The company and its micro- and macro-environment are a hierarchy of nested systems.
The market is, on the one hand, a supersystem for the company, and on the other hand, open system for the external environment. The company itself also simultaneously represents, on the one hand, an open system that is part of the market environment, and on the other hand, a supersystem in relation to its constituent units, owners, managers, and staff.
Rice. 1.7. Implementation of the personnel management strategy
The model of the company as an open socio-economic system is shown in fig. 1.8.
The development (more precisely, designing) of the company's mission in the market microenvironment, like everything in engineering, begins with a coordinate system (Fig. 1.9).
The “must” axis reflects the needs of the environment.
The “Can” axis defines the capabilities of the company (uniqueness of resources and skill).
The Want axis represents the business philosophy (expectations, values, principles).
Rice. 1.8. Model of the company as an open socio-economic system
Rice. 1.9. Designing the company's mission in the market microenvironment
HR strategy and its implementation
In such a coordinate system, mission development is a task of finding a compromise between the needs of the market, on the one hand, and the capabilities and desires of the company, on the other.
The design of the mission itself is carried out in stages.
First stage - description (fixation) of the company's special vision regarding:
1) companies (self-identification) - as a subject (knowledge, experience, values, expectations, principles) and as an object (resource, technology);
2) market (microenvironment) - buyers (needs), competitors (alternative offers), partners (integration opportunities);
3) the external environment (macro-environment) - politics (rules of the game, regional interests), economics (opportunities, including purchasing), social sphere (support or opposition to our products and (or) technologies), technology (development, provision or threats of goods -substitutes).
The outcome of this step will be:
Development of corporate values and company expectations as a compromise between the interests of owners, managers and staff in relation to the list of characteristics and relevant parameters that determine business performance (Fig. 1.10, 1.11);
Formation of corporate principles as a system of legal, moral, ethical, aesthetic and other restrictions on the company's activities;
Primary understanding of the socially significant needs of the market, which are of interest to the company's activities;
Determining the limitations and opportunities of the external environment regarding the proposed activities of the company;
Formation of a basic product (service), including a joint one.
At this stage, the types of commercial activities of the company are formed and the scheme of partnership interaction with all participants in the market environment is determined (to satisfy what, what, to whom, together with whom, where, when we provide). Development algorithm from the initial understanding of the market needs through a sequence of refinements to the formation of types corporate activities shown in fig. 1.12.
Rice. 1.10. Accounting for the interests of the parties
Rice. 1.11. Parameters characterizing business performance
Second phase - description of the business credo: goals, principles and ideals of interaction with all participants in the external environment (primarily with the buyer) and internal groups of company entities (see Figure 1.12):
What will the customer receive in terms of meeting his needs;
Who, for what and how can act as a partner of the company, on what basis it is supposed to build relations with competitors (what, in particular, is the willingness to make temporary compromises);
What will the owner and shareholders get from the business;
What will managers get from the business and the company;
What will the staff receive from the company;
What is the cooperation with public organizations;
How the company's relations with the state will be built (in particular, possible participation in the support of state programs).
Rice. 1.12. Development algorithm from the initial understanding of the market needs through a sequence of clarifications to the formation of types of corporate activities: IA - type of activity; ZhVD - the desired type of activity
Third stage - announcement of the mission by means of external and internal PR(the image of the company is being developed on the basis of a business credo).
The completeness of the description format and the detailed elaboration of the mission are an indisputable sign of the company's maturity, a criterion for the quality of its business. This is the basis of effective personnel management.
Rice. 1.13. Interaction of business parties
Of undoubted interest is the four-stage process proposed by B. Nanus, which consists of a number of questions, by answering which you can build the "dream" of your organization (Table 1.3). He advises starting with an assessment of available resources, i.e. asking the following questions:
What business is the company in? what values does she profess at the present time?
Do her employees agree with her direction?
A reality check should then be conducted, answering questions such as: Does the company have important customers and other stakeholders and does the company meet their needs? Next, Nanus advises defining the context of the vision by identifying what processes in the future may affect the vision and what are some scenarios for the future. Finally, you need to develop alternatives and choose a mission.
Table 1.3. The systematic approach proposed by B. Nanus to the development of new missions
Continuation
Continuation
The ending
Mission development. The Five Whys Approach
There is another approach to mission development, the five whys approach recommended by J. Collins and J. Porras: "Start with a descriptive statement 'We manufacture X products" or "We provide Y services,” and then ask five times in a row, “Why is this important?” After you give two or three answers to this question, you will find that you have reached the fundamental goal of the organization.
A possible option for developing the company's mission is proposed in Fig. 1.14.
Development of company strategy
Mission development
1. Which customer groups are the main ones for your company:
2. Which client group is the main one (perhaps it is necessary to combine several client groups into one)?
_________________________________________________________________
3. What need is supposed to be satisfied in this group?
_________________________________________________________________
_________________________________________________________________
4. How is this need to be met (line of business or product group)?
5. Formulate the mission of your company:
For _____________________________________ (the target group from question 2), we meet the need for ______________________________ (from question 3) by ___________________________________________________ (from question 4).
So the final brief mission statement is:
“The mission of the company _______________________________________ is ____
_________________________________________________________________
_______________________________________________________________».
Rice. 1.14. Mission and vision of the company business jet
Core values of Business Jet
In its activity business jet guided by the following core values:
Integrity: Do business with integrity. Always make a choice in favor of honest deeds;
Pleasure and Passion: Working with dedicated people who enjoy, are passionate about, and are driven by the goal of achieving excellence in every activity the airline undertakes. Involving employees in the work of the company is our way of life;
Customer orientation: constantly listen to our customers, determine their expectations and provide them with the quality services they expect from us, constantly satisfy their needs;
Safety and Reliability: To have a reputation as the safest and most reliable business airline.
Figure 1.15 shows the system of basic values of the Angelina furniture company (according to Yu.G. Gorelov), which is based on the following principles.
1. Formation and promotion of a positive position, which is based on confidence in victory (“We are the best in everything!”, “Moving one step forward!”).
2. Formation and promotion of the idea of solidarity, philanthropy, faith in God, openness and understanding of each other ("The company is the second family!").
3. Formation of the internal culture of the company, commitment to the values of corporate ideology, patriotism and devotion to the cause of the company, a definite and clearly expressed civic position.
4. Formation in society of a positive attitude towards the company on the basis of propaganda of its mission, goals of its activities and the accepted system of basic values.
5. Purposeful implementation of the idea of continuous improvement and development (“Quality in everything is the best investment in the future!”).
6. Promotion and implementation of the principle of thrift, diligence and diligence, the ability to focus on achieving the goal.
7. Promotion in the company of the principle of fair remuneration for contribution to the common cause (according to merit) and the consistent implementation of this principle in effective labor incentive systems.
8. Formation of the interest of each employee of the company in increasing sales and improving the quality of customer service.
9. Unconditional orientation to the needs of the buyer ("The client is always right!").
10. Faith in honor, dignity, patience, personal responsibility and loyalty to the given word as the dominant motives of human activity.
Rice. 1.15. The system of basic values of the company "Angelina"
To define the mission in the external environment, companies seek to identify the market of which they are a part, determine the properties and needs of this market, and formulate the main goal based on their role in the market.
Thus, we can say that the mission is the result of the positioning of the organization among other market participants.
Table 1.4 presents the missions of organizations operating in different market sectors.
Table 1.4. Company missions
The problems of assessing the economic and social efficiency of the system and technology of personnel management of the organization are considered.
Existing approaches to measuring the effectiveness of managing an organization and its personnel, topical issues of managing turnover and labor productivity, and practical methods for assessing work with personnel are analyzed. Formulas for calculating economic and social indicators related to its management are given.
For teachers, students, undergraduates, graduate students, doctoral students, applicants, students of the second higher education, retraining, MBA, as well as specialists of personnel management services of organizations.
It is recommended for students of the specialty "Personnel Management" and other economic specialties to conduct an economic justification for term papers, diploma projects and works.
Functional approach to management.
Currently, most enterprises use a functional approach to management, which consists in seeing the business as a mechanism consisting of a set of functions. The organization is divided into functions and divisions; each organizational unit is closed on the performance of its functions and duties in isolation from other performers and the consumer. This requires the development of an organizational system for managing the company and assigning duties, powers and responsibilities to individual functional units. In this case, an organization is a collection of some static structures that perform certain functions, with a complex multi-level hierarchy of departments and strict centralization of management.
In these organizations (structures):
logical relationship is not always maintained functional areas and management levels;
there is no reliable communication between departments and transparency of activities is not ensured;
the principle of a detailed horizontal division of labor (specialization) is in effect in order to increase its efficiency in a separate area, as a result, the problem of docking operations at the borders arises functional structures throughout the entire production cycle.
CONTENT
Introduction
Chapter 1. Approaches to human resource management that have developed at the turn of the 20th and 21st centuries
Chapter 2. The essence of the concept of "efficiency" and the main approaches to its assessment
Chapter 3. Personnel management and the main areas of loss of efficiency
Chapter 4 Process approach to the evaluation of the effectiveness of the HR function
Chapter 5 Systems approach
Chapter 6 various categories personnel
Chapter 7. Methods for assessing the effectiveness of the personnel management service
Chapter 8. Balanced Scorecard
Chapter 9. Key Performance Indicators
Chapter 10
Chapter 11
Chapter 12 Social responsibility business in the system for assessing the effectiveness of personnel management
Conclusion
Workshop
Literature.
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