Zeitschriftenartikel: „Personnel management“

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Lychkan, Leonid Petrovich. „Personnel management: personnel policy and personnel planning“. Uchenyy Sovet (Academic Council), Nr. 5 (22.04.2021): 339–51. http://dx.doi.org/10.33920/nik-02-2105-02.

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The article discusses the provisions related to personnel (human resources) planning and certain aspects of such planning, in particular, planning the organization's staffing needs for a certain prospected period for the organization's development and implementation of its targets and plans. When planning the need for personnel in modern context of digital transformation of the system of public relations, in the conditions of the formation of different areas of life of a worker, the development of his own resource capabilities, in the context of a changing economic situation, organizations of a modern type, carrying out their activities and functioning in a specific area, take into account certain factors affecting and influencing the staffing needs of the organization, in particular: the organizational structure of the organization; the production structure of the organization; the strategy of the organization, the mission of the organization, the functions of the organization; the production process in the organization; the staffing of the organization (actual staffing - attendance and payroll staff ); the qualitative planning of the organization's staffing needs; the quantitative planning of the organization's staffing needs; programs for the release of goods and the provision of services; the degree of mechanization and automation of the organization's production (the use of new technologies in production), including management processes. The organization's activities are always aimed at establishing business relationships with customers, suppliers, competitors, and other persons who are of interest to the organization and, thereby, contribute to the implementation of the business strategy of a modern organization. Strategy is the result of a generalized determination of the long-term course of the development of the organization, the direction and nature of the organization's actions, associated with the choice of a goal, solution of the corresponding problems, formation of a holistic vision and responsible implementation of the business model of the organization's development, and obtainment of the planned result. An organization's strategy is a set of measures aimed at introducing personnel to the goals of the organization and means to achieve the goals in a certain period of the organization's functioning.

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SARANDI, Alla, und Nataliia ZACHOSOVA. „MANAGEMENT OF PERSONNEL MOTIVATION IN PERSONNEL POLICY AND PERSONNEL SECURITY MANAGEMENT“. CHERKASY UNIVERSITY BULLETIN: ECONOMICS SCIENCES, Nr. 1 (2020): 32–39. http://dx.doi.org/10.31651/2076-5843-2020-1-32-39.

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3

Klingner, Donald, Carolyn Ban und Norma M. Riccucci. „Public Personnel Management“. Public Administration Review 52, Nr. 2 (März 1992): 211. http://dx.doi.org/10.2307/976484.

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4

Csoka, Louis S., Randall S. Schuler und Stuart A. Youngblood. „Effective Personnel Management“. Public Productivity Review 10, Nr. 4 (1987): 113. http://dx.doi.org/10.2307/3380256.

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5

Subhan, Arif. „Personnel Management/Supervision“. Journal of Clinical Engineering 43, Nr. 4 (2018): 138–39. http://dx.doi.org/10.1097/jce.0000000000000307.

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6

Le Pape, C., J. F. Puget, C. Moreau und P. Darneau. „Predictive personnel management“. IEEE Intelligent Systems 15, Nr. 1 (Januar 2000): 73–77. http://dx.doi.org/10.1109/5254.820332.

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7

Martino, Gina, und Brian H. Kleiner. „Personnel file management“. Management Research News 23, Nr. 7/8 (Juli 2000): 49–52. http://dx.doi.org/10.1108/01409170010782163.

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8

Morozova, Maryna. „PERSONNEL MANAGEMENT FEATURES“. Economic Analysis, Nr. 32(3) (2022): 47–53. http://dx.doi.org/10.35774/econa2022.03.047.

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Introduction. Nowadays it is difficult to imagine any developed organization without personnel. Correctly selected staff and its proper management is the key to the positive development of the organization. Personnel management, having a direct impact on the process of organization management and in the long term will bring a certain positive result. Each organization in its activities can choose and apply at its discretion the basic principles of personnel management, the correct choice of which depends on the effectiveness of their work. In order for the personnel management system to work in accordance with the objectives of the organization, it is necessary for managers to comply with the accepted provisions in the management process. Objective. The purpose of this article is to determine the essence and role of personnel management in modern conditions, the development of the organization, the disclosure of the requirements for the personnel management system in order to form the competitiveness of the organization. Method (methodology). To achieve the goal, a set of research methods was used: theoretical – analysis, synthesis, comparison, systematization and synthesis of legislative acts of Ukraine presented in the scientific literature of conceptual provisions on the issues under study. Results. In personnel management there are no universal principles of management, which will be used in similar conditions, because circumstances change, and with them change and employees, so the principles should have some flexibility and be applied depending on the situations. These results can be used for further scientific and practical developments, economic development of the organization and rapid response to the peculiarities of human resource management in general. In order for an organisation to function well and be sufficiently competitive, personnel management should consider both internal and external changes, above all they should focus on innovation. With effective management, there are qualitative changes in the field of human resources. They consist in the fact that within the traditional directions, strategic aspects of the present become more and more important.

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Sineath, Timothy W. „Library personnel management“. Information Processing & Management 22, Nr. 3 (Januar 1986): 270–71. http://dx.doi.org/10.1016/0306-4573(86)90062-2.

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10

Semina, A. P. „PERSONNEL ASSESSMENT IN THE PERSONNEL MANAGEMENT SYSTEM“. Вестник Алтайской академии экономики и права, Nr. 1 2020 (2020): 80–85. http://dx.doi.org/10.17513/vaael.942.

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11

VINTONIAK, Alla. „Information technologies in the personnel management system: approach to personnel management“. Economics. Finances. Law 6, Nr. - (20.06.2023): 56–59. http://dx.doi.org/10.37634/efp.2023.6.12.

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The paper highlights the concept of information technologies and the importance of their application in administrative management. The difference in definitions is characterized: information resources, information systems, information technologies. The peculiarities of the combination of information systems with the personnel management system are highlighted. It has been proven that various information technology tools are used in personnel management information systems, which contribute to the optimization and digitalization of various types of information resources. Some programs, tools and technologies used in personnel management information systems are described. The practical features of using HRIS software in the context of administrative management are considered. There are two types of HRIS systems that can be used by enterprises depending on their scale, form of management, financing, number of employees, etc. Cloud HRIS – Hosted off-premise and available online. Local HRIS systems are hosted on companies' own servers. Types of the most popular HRIS systems in Ukraine are given. A proprietary formula for the use of HRIS in a financial company is given. In general, the paper emphasizes the importance of introducing information technologies into the personnel management system for increasing the efficiency and optimizing the work of enterprises, financial companies, organizations, etc. She emphasizes the need to constantly update technological solutions and integrate them into the personnel management strategy in order to achieve success in the organization.

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Domozetov, Christo. „Information Security: Management and Personnel Issues“. Information & Security: An International Journal 1, Nr. 1 (1998): 46–60. http://dx.doi.org/10.11610/isij.0104.

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13

Krokhicheva, Galina, und Violetta Tyapkina. „PERSONNEL RISKS IN PUBLIC CIVIL SERVICE PERSONNEL MANAGEMENT“. Science & World, Nr. 1 (29.03.2022): 26–30. http://dx.doi.org/10.26526/2307-9401-2022-1-26-30.

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This article explores the concept of "personnel risks" and examines how it has been interpreted by different experts. It explains the incorrect association of personnel risks in civil service personnel management only with the misconduct of civil servants; other categories of public authority personnel are also actively involved in their implementation (or, conversely, inaction).

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Kazadayev, M. S., und S. A. Bannikov. „Pandemic Personnel Management Strategy“. Bulletin of Chelyabinsk State University, Nr. 6 (2020): 144–50. http://dx.doi.org/10.47475/1994-2796-2020-10617.

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15

Cummins, Thompson R. „Personnel Management in Libraries“. Public Library Quarterly 10, Nr. 1 (20.04.1990): 25–44. http://dx.doi.org/10.1300/j118v10n01_04.

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16

Wood, Stephen. „Personnel Management and Recruitment“. Personnel Review 15, Nr. 2 (Februar 1986): 3–11. http://dx.doi.org/10.1108/eb055533.

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17

Thomason, George F. „The Management of Personnel“. Personnel Review 20, Nr. 2 (Februar 1991): 3–10. http://dx.doi.org/10.1108/00483489110000390.

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Monks, Kathy. „Careers in Personnel Management“. Personnel Review 22, Nr. 1 (Januar 1993): 55–66. http://dx.doi.org/10.1108/00483489310025201.

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19

Brook, Douglas A., und Cynthia L. King. „Federal Personnel Management Reform“. Review of Public Personnel Administration 28, Nr. 3 (29.05.2008): 205–21. http://dx.doi.org/10.1177/0734371x08319286.

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20

Wooden, M. „Personnel Management in Action“. Asia Pacific Journal of Human Resources 28, Nr. 2 (01.05.1990): 81–86. http://dx.doi.org/10.1177/103841119002800208.

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21

Al‐Hassan, Sulaiman, und A. J. Meadows. „Improving Library Personnel Management“. Library Management 15, Nr. 1 (Februar 1994): 19–25. http://dx.doi.org/10.1108/01435129410049016.

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22

Pushin, M. A. „Personnel management: historical aspect“. Научный компонент, Nr. 3 (2022): 107–16. http://dx.doi.org/10.51980/2686-939x_2022_3_113.

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23

Marcum, Deanna. „Personnel management in libraries“. Information Processing & Management 26, Nr. 4 (Januar 1990): 563. http://dx.doi.org/10.1016/0306-4573(90)90083-e.

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24

Cherchyk, Larysa. „The Personnel Security Management in the Personnel Management System of the Enterprise“. Economic journal of Lesia Ukrainka Eastern European National University 12, Nr. 4 (2017): 57–61. http://dx.doi.org/10.29038/2411-4014-2017-04-57-61.

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25

Vira SHPILEVA, Olena KOSIIUK und Victoriia BILYK. „MANAGEMENT SYSTEM OF IMPROVING THE QUALIFICATIONS OF THE MANAGEMENT STAFF OF THE ORGANIZATION“. Herald of Khmelnytskyi National University. Economic sciences 310, Nr. 5(1) (29.09.2022): 229–34. http://dx.doi.org/10.31891/2307-5740-2022-310-5(1)-37.

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In the modern development of business technologies, the key resources of any organization, along with informational, financial, and technological ones, are human resources. Enterprises compete, in particular, on the level of professional development of their employees – their knowledge, skills, and abilities. For the most reasonable and effective use of this resource, it is necessary to correctly assess and increase this level. Different systems and methods of personnel evaluation allow to identify and reveal the potential of each employee and direct this potential to the realization of the company’s strategic goals. For the successful functioning of any organization, it is necessary to analyze the qualifications, competence and performance of each specific manager. In this regard, the analysis of the competences and effectiveness of the management personnel becomes especially relevant, which will allow to identify the strengths and weaknesses of the management, the reserves of labor productivity growth, determine the optimal numerical composition, and coordinate activities according to needs. For any enterprise or organization, improving the qualifications of personnel is a very important issue, because in order to be a competitive enterprise, to use new technical and technological developments, to improve the quality of products or services, qualified personnel are needed, they constantly improve their qualifications in due to the rapid development of technologies. In addition, the stability and success of the business depends on the qualifications of the staff. Currently, new technologies are constantly being introduced, science is rich in developments, so the main goal of working with personnel is constant training and improvement of staff qualifications. In serious companies, managers have already understood that it is difficult to achieve high-quality solutions in the company, if decisive steps are not taken in the field of personnel training. In connection with this situation, personnel departments primarily direct their efforts to improving the qualifications of management personnel.

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Polhul, Dmytro. „Personnel motivation management in the strategic management system of an enterprise“. Social and labour relations: theory and practice 12, Nr. 2 (23.06.2023): 24–31. http://dx.doi.org/10.21511/slrtp.12(2).2022.03.

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In the paper, motivation management is considered through the prism of strategic personnel management, which is an important component of enterprise development. The overall strategy of an enterprise is mainly presented in the form of a long-term program of actions to implement the use and development of the organization’s available resources, but not always when describing a strategy, all its important elements are taken into account. Staff turnover, inconsistencies in the processes of hiring high-level specialists and low staff involvement are also the result of inadequate attention to the development of personnel motivation management policies, which accordingly hinders the development of an enterprise. The purpose of the paper is to substantiate the importance of motivation management in the strategic management system and develop scientific and methodological recommendations for improving the personnel motivation system as an effective tool to ensure the achievement of a company’s strategic goals. The result of the study was the definition of the main stages of the process of strategic personnel motivation management, namely: monitoring of motivation, determination of trends in changes in labor productivity from the introduction of new motivation systems; calculation of economic benefits from the implementation of employee motivation practices. The constructed logical-structural diagram of employee motivation management in the strategic management system, combined with periodic monitoring of the current employee motivation, will enhance the effectiveness of the development and implementation of both the motivation management strategy and the overall strategy of an enterprise.

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Asriyants, Karine Gennadievna, Patimat Alikhanovna Abdulkadyrova und Aminat Mazhidovna Magomedova. „PERSONNEL POLICY AND PERSONNEL MANAGEMENT STRATEGY IN PUBLIC AUTHORITIES“. Industrial Economics 4, Nr. 3 (2022): 299–303. http://dx.doi.org/10.47576/2712-7559_2022_3_4_299.

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Soroka, Alexandra. „Personnel security providing as a function of personnel management“. Socio-Economic Research Bulletin, Nr. 4(68) (27.12.2018): 53–63. http://dx.doi.org/10.33987/vsed.4(68).2018.53-63.

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Fields, Gary S. „Book Review: Human Resources, Management, and Personnel: Personnel Economies“. ILR Review 58, Nr. 4 (Juli 2005): 667–68. http://dx.doi.org/10.1177/001979390505800415.

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Newman, Jerry M. „Book Review: Personnel: Personnel Management: Jobs, People, and Logic“. ILR Review 38, Nr. 3 (April 1985): 470–71. http://dx.doi.org/10.1177/001979398503800327.

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Gerhart, Barry. „Book Review: Human Resources, Management, and Personnel: Personnel Economics“. ILR Review 51, Nr. 2 (Januar 1998): 338–40. http://dx.doi.org/10.1177/001979399805100221.

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32

Khalin, Stanislav. „Objectives of management influence in the system of enterprise personnel management security“. Actual problems of innovative economy, Nr. 3 (30.05.2019): 88–93. http://dx.doi.org/10.36887/2524-0455-2019-3-13.

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Introduction. The overall volatility of external environment requires an adequate level of economic security for the enterprise. Given the involvement of staff in all business processes, personnel security should be considered one of the most important elements of the enterprise security system as a whole. The purpose of the study is to identify the objects of managerial influence in the system of enterprise personnel man-agement security. Results. The scheme of formation and implementation of personnel security system at the enterprise is developed. The first stage is awareness of the problem of personnel security measures lack. The second step is defining the goals, objec-tives, overall vision and timing of implementation. Initial in the formation of the personnel security system is its strategy as a set of priority goals and management approaches, the implementation of which ensures the protection of the enterprise from any threats related to the functioning of personnel activities. This strategy is part of the company corporate strategy and should be taken into account when formulating a personnel management strategy. In the third stage, the personnel po-tential of the enterprise is assessed, the risks and threats are diagnosed by the personnel. The personnel are acquainted with the goals and objectives of the project, the organizational structure is optimized, and the main difficulties of implementation are taken into account at the stage of the personnel security system implementation. The level of personnel security is as-sessed, which results in the adjustment of parameters and characteristics in the sixth stage. The final stage is the develop-ment and implementation of priority measures to support and strengthen personnel security in the enterprise in case of its unstable situation. At the same stage, the goals and priorities of the enterprise in the personnel management system are de-termined, which reduce the personnel security at the operational, tactical and strategic levels in terms of planning and hiring policy, development and motivation. Conclusions. The process of formation and implementation of personnel security system at the enterprise is devel-oped. Priorities in the enterprise policy on personnel motivation for ensuring personnel security are suggested. Keywords: personnel safety, enterprise staff, personnel safety system, motivation of personnel, personnel develop-ment, priorities, goals.

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Ivanova, N. S. „CONFLICT MANAGEMENT IN THE PERSONNEL MANAGEMENT SYSTEM“. Visnyk of Donetsk National University of Economics and Trade named after Mykhailo Tugan-Baranovsky, Nr. 1 (76) 2022 (2022): 7–15. http://dx.doi.org/10.33274/2079-4819-2022-76-1-7-15.

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Objective. The objective of the article is to summarize the theoretical developments on conflict management in the personnel management system Methods. To achieve the objective, methods of theoretical generalization, analysis and synthesis, logical generalization, analogies, comparative comparison, formal and substantive modeling are used. Results. It is proved that modern conflict theories follow two main approaches: conflict as a negative phenomenon; conflict as a basis for achieving better results, as well as the impetus for change and development of the organization itself. For a company’s climate, direct conflict is sometimes more beneficial than a climate of constant doubt and constant failure. Understanding the source of conflict increases the likelihood of effective conflict management. Conflict management involves solving two strategic tasks: conflict prevention and finding ways to end it constructively. The author comes to the conclusion that conflict management should become a subsystem of the personnel management system, which will increase the number of positive and reduce the negative consequences of conflicts. The strategic approach to conflict management, which is implemented through the coordination of goals and objectives of the conflict management system with the goals and objectives of the organization. This is justified by the difference in organizations in their structure, culture and goals, and therefore different needs in conflict management. Meeting these needs requires managers to develop and apply conflict management techniques that are consistent with the organization’s goals, existing culture, and organizational structure. That is why managers at different levels need to be taught the basics of behavior management, with an emphasis on conflict management.

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Atamuratov, Murat U. „THEORETICAL AND CONCEPTUAL FUNDAMENTALS OF MANAGEMENT PERSONNEL COMPETENCE“. Journal of Social Research in Uzbekistan 02, Nr. 01 (01.01.2022): 19–30. http://dx.doi.org/10.37547/supsci-jsru-02-01-03.

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This article discusses the issues of competence of managerial personnel, stages of development and theoretical and conceptual foundations of improvement. The scientific views of foreign and domestic scientists on the concept of "competence", the state policy of training management personnel and activities in accordance with modern trends in the world, linking professional knowledge, potential and growth of competencies are analyzed. The features of personnel policy in Uzbekistan and the activities of senior personnel in government bodies are also considered. In the context of the current global pandemic, proposals and recommendations are made to improve training programs for the formation of managerial competencies necessary in management.

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YEPIFANOVA, IRYNA, VALERIIA PANKOVA und LIUDMYLA TKACHUK. „STRATEGIC RISK MANAGEMENT IN THE PERSONNEL MANAGEMENT SYSTEM“. HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 300, Nr. 6 (03.12.2021): 12–15. http://dx.doi.org/10.31891/2307-5740-2021-300-6-2.

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The article considers the theoretical aspects of personnel risk management. The main factors influencing the occurrence of personnel risks are identified. Personnel risks that are most common are analyzed and ways to avoid and minimize them are suggested. The boundary intervals with the distribution of risks by probability of occurrence and level of risk are singled out, and also actions for reduction of risks of the corresponding level are offered. The directions of development of personnel strategy of the enterprise for the purpose of avoidance of personnel risks are offered. The company’s staff is one of the most important resources of any activity, and at the same time is one of the main sources of risk. The presence of risks in the personnel management system has a negative impact on the results of financial and economic activities of the entity. Analysis and assessment of such risks is an important component of the organization, because the “human factor” has a significant impact on the functioning of the management system, the number and types of possible conflicts among staff, the level of corporate culture, enterprise image and trust. Risks associated with the activities of staff are fundamental in the functioning of the organization and its desire to develop and improve efficiency. Personnel risks are also the risk of losing qualified employees or reducing their performance due to reduced motivation. Thus, personnel risk management is becoming increasingly important with the development of a market economy.

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Didur, Hanna, und Nataliia Smyrnova. „PERSONNEL MANAGEMENT SUBSYSTEM AS A COMPONENT OF AGRICULTURAL ORGANIZATIONS MANAGEMENT“. Economic Analysis, Nr. 28(1) (2018): 222–30. http://dx.doi.org/10.35774/econa2018.01.222.

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Introduction. The practice of modern enterprises activity suggests that it is impossible to ensure the efficiency and competitiveness of the organization as an integral system without effective personnel management. However, in the agrarian enterprises of Ukraine, the formation of an effective system of personnel management remains without due attention. Purpose. The article aims to identify the features and to find out the ways to form an effective subsystem of personnel management in agrarian organizations. Method (methodology). We have used the following methods in the course of the research: methods of critical and structured analysis; monographic method, method of trend analysis. Results. The problems of personnel management in agricultural enterprises of Ukraine have been investigated. The components of the personnel management subsystem in the organization management have been determined. Hierarchical levels of personnel management functions subordination have been selected. The directions of the personnel management system improvement in agrarian enterprises have been offered. Scope of results. The results of the research can be applied to improve the management of agrarian organizations through the formation of an effective personnel management subsystem.

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Kravchuk, Oksana. „Personnel management professional standards: development and implementation in Ukraine“. Social and labour relations: theory and practice 9, Nr. 1 (29.01.2020): 71–84. http://dx.doi.org/10.21511/slrtp.9(1).2019.07.

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The transformation of the modern labor market, the development of the educational services market and changes in the field of implementation of the personnel management function are accompanied by a number of problems that be facilitated by the introduction of professional standards in personnel management in Ukraine. The relevance of this research is exacerbated by the need to move the personnel management system in the country to a new quality level, to organize work with people in accordance with international standards and best practices, and to reform the state personnel policy. Therefore, it is relevant to justify the need and opportunities of developing a personnel management professional standard, to summarize its methodological aspects, and to generate recommendations for implementing activities of HR-departments and specialized educational institutions. The article deals with the current state of scientific research and regulation of development and implementation of professional standards in personnel management. It also substantiates the influence of professional standards on the development of personnel management, the system of vocational education and the quality of supply on the labor market in the personnel management segment. Stakeholder interests are broadened to develop and implement professional standards in HR. Proposals to improve methodological support for the development of personnel management professional standards have been developed. Prospective directions of introduction and use of personnel management professional standards in Ukraine are offered.

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Pilon, Johane. „Le management du patient violent : description de l’organisation d’un milieu de vie et de son schème d’intervention clinique“. Santé mentale au Québec 14, Nr. 2 (19.10.2006): 181–205. http://dx.doi.org/10.7202/031529ar.

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Résumé L'article abordera les aspects suivants : les principes et les valeurs à la base du schème d'intervention préconisé pour le patient violent, ainsi que la description de l'encadrement clinique des bénéficiaires et du personnel. L'encadrement clinique s'effectue à deux niveaux : celui du malade vise l'autonomie et la responsabilisation. Pour ce faire, nous avons développé différents mécanismes ou outils que nous exposerons. Ce sont : le plan de soins individualisé, la personne de référence, la personne ressource, le milieu de vie et les activités rééducatives, l'intervention clinique spécifique à l'agressivité (l'intervention physique et psychologique auprès du résidant et du personnel lors d'acting-out). Le deuxième niveau d'encadrement concerne le personnel soignant et poursuit l'objectif de développer chez lui des moyens pour composer avec la violence manifestée par le malade. Nous mentionnerons les moyens préconisés pour aider le personnel dans cette tâche difficile.

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Yeshchenko, M. „Motivational component of personnel management“. Galic'kij ekonomičnij visnik 67, Nr. 6 (2020): 161–66. http://dx.doi.org/10.33108/galicianvisnyk_tntu2020.06.161.

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The problem of low employees motivation which is frequently observed at modern enterprises is considered in this paper. It is defined that labour motivation is an important phenomenon for both scientists and experts. Labour motivation is described as psychological processes that guide, energize, and support actions in relation to job, task, role, or project. The main objective is to give an overview of the key theoretical aspects. Much attention is also paid to current topics and new directions of the theory of labour motivation and research, as well as to current contradictions and unresolved issues. The main theoretical perspectives of labour motivation are considered. It is established that scientists distinguish two main types of labour motivation theories: the theory of endogenous processes and the theory of exogenous reasons. Endogenous theories of processes focus primarily on the psychological mechanisms explaining motivation within the employee's head, while theories of exogenous causes focus primarily on contextual motivation, which can be changed or altered depending on the circumstances. Material and financial incentives are awards of the employees by monetary benefits for the results of their work activities. The use of material and monetary incentives contributes to the regulation of behaviour of management objects on the basis of different financial awards and penalties application. According to the theory of expectations, the workers prefer to invest in action, taking intoaccount their relative advantages, i.e. the probability of achieving the desired results is a function of three beliefs: expectation, instrumentality (performance will lead to results) and priority (these results are important or valued). These beliefs are considered to be dependent, and if any of them are absent, the course of action will not exist. Without achieving the result, the employees find it useless; without tools and priorities, the employees distrust whether productivity is worth it. It is very important that the theory of expectations is developed taking into account personal decisions that employees make about the reasonableness of spending their time and energy, and if so, where and how, and not on any differences between them. The types and methods of motivativation, which ensure the activation of employee motivation, are revealed.

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Kasymova, N. „Concepts of Innovative Personnel Management“. World Economy and International Relations, Nr. 3 (2013): 62–67. http://dx.doi.org/10.20542/0131-2227-2013-3-62-67.

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The article is devoted to analysis of formation of the theory of “scientific management” (end of XIX – beginning of XX century). The focus is made on the evolution of innovative concepts of personnel management that fully developed in XX century. Also, the author deals with the differences between American and Japanese schools of management.

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SZANDURSKI, Jarosław. „PERSONNEL FUNCTION VS. RISK MANAGEMENT“. Journal of Science of the Gen. Tadeusz Kosciuszko Military Academy of Land Forces 181, Nr. 3 (01.09.2016): 176–94. http://dx.doi.org/10.5604/17318157.1221847.

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Halkina, N. M. „LEGAL REGULATION OF PERSONNEL MANAGEMENT“. Juridical scientific and electronic journal, Nr. 5 (2022): 294–96. http://dx.doi.org/10.32782/2524-0374/2022-5/67.

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Rodinova, Nadezhda Petrovna, Vladimir Mikhailovich Ostroukhov und Vladimir Sergeevich Bereznyakovsky. „FEATURES OF REMOTE PERSONNEL MANAGEMENT“. Journal of Applied Research 7, Nr. 6 (2022): 657–61. http://dx.doi.org/10.47576/2712-7516_2022_6_7_657.

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Tarasiuk, Halyna, Oleksandr Cherep und Inna Levytska. „Trends in personnel management development“. Visnik Zaporiz'kogo nacional'nogo universitetu. Ekonomicni nauki 3, Nr. 43 (2019): 126–30. http://dx.doi.org/10.26661/2414-0287-2019-3-43-21.

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Bucăţa, George, Alexandru-Marius Rizescu und Ramona-Elena Herman. „The Risk of Personnel Management“. International conference KNOWLEDGE-BASED ORGANIZATION 28, Nr. 1 (01.06.2022): 169–79. http://dx.doi.org/10.2478/kbo-2022-0026.

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Abstract The decision to hire a new person in the company, like many other business decisions, carries a number of risks. Many older companies have had the experience of hiring an unsuitable person because they selected the ideal candidate for the interview, but the candidate had the wrong expectations about performance or integration. The reasons why a new employee turns out to be unsuitable can be many. Perhaps he or she fails to establish a good rapport with colleagues or the company’s customers, or exhibits inappropriate behavior or falls short of expectations and does not meet the performance criteria set forth by the job evaluation form. The role of a human resources risk management professional is to consider all the possible consequences of employee risks, which may be related to employee behavior, management style, or salary, for example. This paper aims to highlight the importance of adult education through training programs, taking into account the role that economic organizations play with regard to continuous training of employees, especially in terms of their personal development, ensuring satisfaction at work and competitiveness on the labour market.

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Saloid, N. V. „Personnel management of construction companies“. Ways to Improve Construction Efficiency 2, Nr. 47 (29.01.2021): 33–39. http://dx.doi.org/10.32347/2707-501x.2021.47(2).33-39.

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This article discusses the features of construction as an industry, identifies factors that affect the process of personnel management of construction companies in modern conditions. Differences in the organization of the construction process from the production process in other industries are identified, taking into account the specifics of innovative development of the construction industry and staffing requirements, taking into account trends in the industry. Trends in the labor market in construction are shown, foreign and domestic experience in the development of supply and demand in the labor market is analyzed, taking into account the requirements for education, age, level of training. It is concluded that the personnel management system of a modern construction company should take into account the peculiarities of the construction industry, its current problems and global trends in approaches to personnel management. It is determined that in modern conditions the personnel management system of the enterprise takes into account both material and moral motivation, the main components of the motivational process are analyzed, the influence of certain types of motivation on different groups of personnel. The article defines that currently the main component of personnel management of the enterprise is the creation of conditions for the expansion of knowledge, training, skills development and continuous development of employees. The growing role of knowledge in society, the development of science-intensive, intelligent technologies requires flexible and adaptive use of human resources of the construction company, increasing the creative and organizational activity of employees, the formation of a humanized organizational culture. In the conditions of market relations, introduction of new technologies into production, adequate methods of personnel development management, which are based on progressive approaches to the expansion of its competencies, acquire special significance. In view of this, in modern production there are problems of modernization of classical personnel management systems and the introduction of new management models focused on the continuous development of intellectual, cultural and creative potential of construction workers. From an economic point of view, the simultaneous influence of a number of factors on the development of personnel management creates certain contradictions. On the one hand, it is - reducing staff turnover, increasing the level of competencies, ensuring the growth of profits, on the other - significant costs for improving methods of personnel development management. This contradiction shapes the purpose and content of personnel development management tasks and approaches to solving them.

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Sokerina, Svetlana. „Personnel Management in «Turquoise» Companies“. Management of the Personnel and Intellectual Resources in Russia 10, Nr. 3 (22.07.2021): 14–17. http://dx.doi.org/10.12737/2305-7807-2021-10-3-14-17.

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Formation of new approaches to personnel management in companies that bring new technologies, products and other innovations to our world is becoming an important task of the modern company management system. Researchers are trying to rethink different control systems and find those methods and technologies that will be effective in the new reality. Among such attempts we can single out Lalu theory, who "painted" companies in different colors and determined the characteristics of multicolored organizations. Among these colors Lalu singles out the "turquoise" companies that appear in new realities more and more often. The article presents the author's view of the processes of personnel management in turquoise companies. The vision is based on the analysis of the features and characteristics of similar companies. An idea has been formed about the image of the company's employees who can be effective in such companies. Ideas on methods and tools for working with personnel are formulated.

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Titova, А. „Flexible iterative-incremental personnel management“. Telescope: Journal of Sociological and Marketing Research, Nr. 1 (2021): 164–69. http://dx.doi.org/10.51692/1994-3776_2021_1_164.

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Deniz Vural, Nuray. „Personnel Management in Sports Businesses“. Sports, Education and Child 2, Nr. 1 (2022): 27–34. http://dx.doi.org/10.5505/sec.2022.08370.

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Petrosyan, David Semyonovich, Alla Nikolaevna Stolyarova, Olga Vladimirovna Knyazeva, Dmitry Vasilievich Mashin, Lyudmila Georgievna Oberemenko und Yulia Sergeevna Andrianova. „MOTIVATIONAL MECHANISM OF PERSONNEL MANAGEMENT“. Industrial Economics 3, Nr. 3 (2021): 6–16. http://dx.doi.org/10.47576/2712-7559_2021_3_3_6.

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