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Journal articles on the topic 'Personnel management'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

Lychkan, Leonid Petrovich. "Personnel management: personnel policy and personnel planning." Uchenyy Sovet (Academic Council), no. 5 (April 22, 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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2

SARANDI, Alla, and Nataliia ZACHOSOVA. "MANAGEMENT OF PERSONNEL MOTIVATION IN PERSONNEL POLICY AND PERSONNEL SECURITY MANAGEMENT." CHERKASY UNIVERSITY BULLETIN: ECONOMICS SCIENCES, no. 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, and Norma M. Riccucci. "Public Personnel Management." Public Administration Review 52, no. 2 (March 1992): 211. http://dx.doi.org/10.2307/976484.

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4

Csoka, Louis S., Randall S. Schuler, and Stuart A. Youngblood. "Effective Personnel Management." Public Productivity Review 10, no. 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, no. 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, and P. Darneau. "Predictive personnel management." IEEE Intelligent Systems 15, no. 1 (January 2000): 73–77. http://dx.doi.org/10.1109/5254.820332.

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7

Martino, Gina, and Brian H. Kleiner. "Personnel file management." Management Research News 23, no. 7/8 (July 2000): 49–52. http://dx.doi.org/10.1108/01409170010782163.

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8

Morozova, Maryna. "PERSONNEL MANAGEMENT FEATURES." Economic Analysis, no. 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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9

Sineath, Timothy W. "Library personnel management." Information Processing & Management 22, no. 3 (January 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, no. 1 2020 (2020): 80–85. http://dx.doi.org/10.17513/vaael.942.

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11

Илюхина, Л. А., and И. В. Богатырева. "Personnel security in the personnel management system." Экономика и предпринимательство, no. 8(145) (January 19, 2023): 1134–38. http://dx.doi.org/10.34925/eip.2022.145.8.234.

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В статье представлен методологический подход анализа и обеспечения кадровой безопасности на примере одного из крупных Российских банков. Проведена оценка кадровых угроз банковского учреждения, связанных с управлением персоналом и трудовой деятельностью сотрудников. Рассматриваются такие угрозы, как переманивание ценных сотрудников, склонение сотрудников к нарушению своих профессиональных обязанностей; угрозы, связанные с безответственностью сотрудника на рабочем месте. По результатам анализа проведена оценка и измерение кадровых рисков. The article presents a methodological approach to the analysis and ensuring personnel security on the example of one of the largest Russian banks. An assessment was made of the personnel threats of a banking institution related to personnel management and labor activity of employees. Threats such as poaching valuable employees, inducing employees to violate their professional duties are considered; threats associated with the irresponsibility of an employee in the workplace. Based on the results of the analysis, an assessment and measurement of personnel risks was carried out.

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12

КОПЫТОВА, А. В., О. В. АШИХМИН, В. Н. УШАКОВА, and Е. В. ВАСИЛЬЕВ. "PERSONNEL MANAGEMENT: PERSONNEL POLICY OF THE ORGANIZATION." Экономика и предпринимательство, no. 11(160) (December 21, 2023): 961–67. http://dx.doi.org/10.34925/eip.2023.160.11.182.

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Кадровая политика оказывает влияние на деятельность организации. Вопросы подбора, найма, адаптации, развития и стимулирования персонала тесно связаны с кадровой политикой предприятия. Руководство организации заинтересовано в осмыслении реального положения дел: восприятии организации потенциальными и существующими сотрудниками, причинами сложившейся рабочей атмосферы, поиске рычагов влияния на имеющуюся ситуацию в кадровых вопросах. В данной статье рассматриваются составляющие кадровой политики предприятия (планирование потребности в персонале; подбор и найм персонала; адаптация и ее виды; особенности развития персонала; разработка системы мотивации и стимулирования работников). Personnel policy influences the activities of the organization. Issues of selection, hiring, adaptation, development and stimulation of personnel are closely related to the personnel policy of the enterprise. The management of the organization is interested in understanding the real state of affairs: the perception of the organization by potential and existing employees, the reasons for the current working atmosphere, and finding leverage to influence the current situation in personnel matters. This article discusses the components of the enterprise's personnel policy (planning personnel requirements; selection and hiring of personnel; adaptation and its types; features of personnel development; development of a system of motivation and incentives for employees).

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13

VINTONIAK, Alla. "Information technologies in the personnel management system: approach to personnel management." Economics. Finances. Law 6, no. - (June 20, 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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14

Domozetov, Christo. "Information Security: Management and Personnel Issues." Information & Security: An International Journal 1, no. 1 (1998): 46–60. http://dx.doi.org/10.11610/isij.0104.

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15

Krokhicheva, Galina, and Violetta Tyapkina. "PERSONNEL RISKS IN PUBLIC CIVIL SERVICE PERSONNEL MANAGEMENT." Science & World, no. 1 (March 29, 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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16

ВЕЛИКАНОВА, С. С., А. Г. ИВАНОВ, and С. В. ОВЧАРОВА. "ORGANIZATIONAL PERSONNEL MANAGEMENT: THE ROLE OF PERSONNEL AUDIT." Экономика и предпринимательство, no. 1(162) (February 11, 2024): 705–10. http://dx.doi.org/10.34925/eip.2024.162.1.133.

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В данной статье рассмотрим, как кадровый аудит может быть эффективным инструментом управления персоналом организации. Управление персоналом организации: роль кадрового аудита это одна из важнейших составляющих успешной деятельности любой организации, независимо от ее размера и отрасли. Кадровый аудит представляет собой системный подход к оценке и анализу кадрового потенциала организации, а также достижения поставленных целей в области управления персоналом. Кадровый аудит является неотъемлемой частью управления персоналом и эффективного функционирования организации. Он предоставляет информацию для принятия обоснованных решений в области управления персоналом, а также позволяет оптимизировать процессы подбора, развития и удержания сотрудников. Регулярное проведение кадрового аудита способствует успеху организации и созданию конкурентного преимущества на рынке. In this article we will look at how personnel audit can be an effective tool for managing the personnel of an organization. Personnel management of an organization: the role of personnel audit is one of the most important components of the successful activities of any organization, regardless of its size and industry. Personnel audit is a systematic approach to assessing and analyzing the personnel potential of an organization, as well as achieving its goals in the field of personnel management. Personnel audit is an integral part of personnel management and the effective functioning of the organization. It provides information for making informed decisions in the field of personnel management, and also allows you to optimize the processes of selection, development and retention of employees. Regular HR audits contribute to the success of the organization and create a competitive advantage in the market.

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17

Kazadayev, M. S., and S. A. Bannikov. "Pandemic Personnel Management Strategy." Bulletin of Chelyabinsk State University, no. 6 (2020): 144–50. http://dx.doi.org/10.47475/1994-2796-2020-10617.

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18

Cummins, Thompson R. "Personnel Management in Libraries." Public Library Quarterly 10, no. 1 (April 20, 1990): 25–44. http://dx.doi.org/10.1300/j118v10n01_04.

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19

Wood, Stephen. "Personnel Management and Recruitment." Personnel Review 15, no. 2 (February 1986): 3–11. http://dx.doi.org/10.1108/eb055533.

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20

Thomason, George F. "The Management of Personnel." Personnel Review 20, no. 2 (February 1991): 3–10. http://dx.doi.org/10.1108/00483489110000390.

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21

Monks, Kathy. "Careers in Personnel Management." Personnel Review 22, no. 1 (January 1993): 55–66. http://dx.doi.org/10.1108/00483489310025201.

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22

Brook, Douglas A., and Cynthia L. King. "Federal Personnel Management Reform." Review of Public Personnel Administration 28, no. 3 (May 29, 2008): 205–21. http://dx.doi.org/10.1177/0734371x08319286.

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23

Wooden, M. "Personnel Management in Action." Asia Pacific Journal of Human Resources 28, no. 2 (May 1, 1990): 81–86. http://dx.doi.org/10.1177/103841119002800208.

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24

Al‐Hassan, Sulaiman, and A. J. Meadows. "Improving Library Personnel Management." Library Management 15, no. 1 (February 1994): 19–25. http://dx.doi.org/10.1108/01435129410049016.

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25

Pushin, M. A. "Personnel management: historical aspect." Научный компонент, no. 3 (2022): 107–16. http://dx.doi.org/10.51980/2686-939x_2022_3_113.

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26

Marcum, Deanna. "Personnel management in libraries." Information Processing & Management 26, no. 4 (January 1990): 563. http://dx.doi.org/10.1016/0306-4573(90)90083-e.

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27

Болдырева, С. Б., К. А. Наминова, З. Т. Немкеева, З. Н. Байтуманова, С. А. Бурзаев, Э. А. Натыров, and Б. В. Санджиева. "Personnel management in education." Экономика и предпринимательство, no. 7(120) (July 9, 2020): 918–24. http://dx.doi.org/10.34925/eip.2020.120.7.189.

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В статье анализируется система управления персоналом ФГБОУ ВО «КалмГУ им. Б.Б. Городовикова». В университете реализуется обширная мотивационная система в управлении человеческими ресурсами, выстроенная в сложный психологический процесс, управляющий действиями конкретного сотрудника. Для этого руководством университета созданы особые рабочие условия и разработаны стимулы внутри него, которые направлены на побуждение сотрудника к качественному исполнению обязанностей, достижению поставленных целей. The article analyzes the personnel management system of FSBEI HE “KalmSU named after B.B. Gorodovikova". The university implements an extensive motivation system in human resource management, built into a complex psychological process that controls the actions of a particular employee. For this, the university leadership created special working conditions and developed incentives within it, which are aimed at encouraging the employee to perform their duties in a high-quality manner and achieve their goals.

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28

АНУФРИЕВА, А. П., А. В. ЛЯЛЮК, and Е. А. ДЕРКАЧЕВА. "ANTI-CRISIS PERSONNEL MANAGEMENT." Экономика и предпринимательство, no. 3(152) (June 12, 2023): 921–26. http://dx.doi.org/10.34925/eip.2023.152.3.182.

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В данной статье раскрыты основные особенности управления персоналом организации в условиях кризиса. Особое внимание уделено причинам и последствиям кризиса при управлении персоналом, деятельности кризисных и антикризисных менеджеров, проблеме использования практик антикризисных кадровых технологий. This article reveals the main features of the organization's personnel management in a crisis. Particular attention is paid to the causes and consequences of the crisis in personnel management, the activities of crisis and anti-crisis managers, the problem of using the practices of anti-crisis personnel technologies.

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29

Cherchyk, Larysa. "The Personnel Security Management in the Personnel Management System of the Enterprise." Economic journal of Lesia Ukrainka Eastern European National University 12, no. 4 (2017): 57–61. http://dx.doi.org/10.29038/2411-4014-2017-04-57-61.

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30

Магомедбеков, Г. У. "Management as the art of personnel management." Экономика и предпринимательство, no. 12(137) (May 3, 2022): 1403–6. http://dx.doi.org/10.34925/eip.2021.137.12.279.

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В статье рассматривается сущность менеджмента как искусства управления персоналом организации. В данной научной работе выявлены основные качества руководителя, необходимые для эффективного управления персоналом, аспекты управления персоналом, а также методы воздействия на персонал. The article examines the essence of management as the art of personnel management of an organization. In this scientific work, the main qualities of a manager necessary for effective personnel management, aspects of personnel management, as well as methods of influencing personnel are identified.

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31

Vira SHPILEVA, Olena KOSIIUK, and Victoriia BILYK. "MANAGEMENT SYSTEM OF IMPROVING THE QUALIFICATIONS OF THE MANAGEMENT STAFF OF THE ORGANIZATION." Herald of Khmelnytskyi National University. Economic sciences 310, no. 5(1) (September 29, 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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32

Asriyants, Karine Gennadievna, Patimat Alikhanovna Abdulkadyrova, and Aminat Mazhidovna Magomedova. "PERSONNEL POLICY AND PERSONNEL MANAGEMENT STRATEGY IN PUBLIC AUTHORITIES." Industrial Economics 4, no. 3 (2022): 299–303. http://dx.doi.org/10.47576/2712-7559_2022_3_4_299.

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33

Soroka, Alexandra. "Personnel security providing as a function of personnel management." Socio-Economic Research Bulletin, no. 4(68) (December 27, 2018): 53–63. http://dx.doi.org/10.33987/vsed.4(68).2018.53-63.

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34

Fields, Gary S. "Book Review: Human Resources, Management, and Personnel: Personnel Economies." ILR Review 58, no. 4 (July 2005): 667–68. http://dx.doi.org/10.1177/001979390505800415.

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35

Newman, Jerry M. "Book Review: Personnel: Personnel Management: Jobs, People, and Logic." ILR Review 38, no. 3 (April 1985): 470–71. http://dx.doi.org/10.1177/001979398503800327.

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36

Gerhart, Barry. "Book Review: Human Resources, Management, and Personnel: Personnel Economics." ILR Review 51, no. 2 (January 1998): 338–40. http://dx.doi.org/10.1177/001979399805100221.

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37

Polhul, Dmytro. "Personnel motivation management in the strategic management system of an enterprise." Social and labour relations: theory and practice 12, no. 2 (June 23, 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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38

Khalin, Stanislav. "Objectives of management influence in the system of enterprise personnel management security." Actual problems of innovative economy, no. 3 (May 30, 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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Магомедбеков, Г. У., and Ш. А. Хатипова. "Personnel management in the organization's management system." Экономика и предпринимательство, no. 12(137) (May 3, 2022): 1471–74. http://dx.doi.org/10.34925/eip.2021.137.12.295.

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Статья посвящена вопросам управления персоналом в условиях внедрения системы менеджмента организации. Автор рассматривают роль лидера, необходимость обучения персонала при Внедрении системы менеджмента, а также описывает основные виды документационного обеспечения процессов управления персоналом. The article is devoted to the issues of personnel management in the context of the implementation of the organization's management system. The authors consider the role of a leader, the need for personnel training when implementing a management system, and also describes the main types of documentation support for personnel management processes.

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Дадаева, У. С., and Р. А. Шахшаева. "Corporate personnel management in the management system." Экономика и предпринимательство, no. 4(129) (May 31, 2021): 915–17. http://dx.doi.org/10.34925/eip.2021.129.4.177.

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Статья посвящена вопросам управления персоналом в связи с внедрением в корпорации системы менеджмента. Автор рассматривает роль лидера, необходимость обучения персонала при внедрении системы менеджмента, а также описывает основные виды документального обеспечения процессов управления персоналом корпорации. The article is devoted to the issues of personnel management in connection with the implementation of the management system in the corporation. The author considers the role of the leader, the need for personnel training in the implementation of the management system, and also describes the main types of documentary support for the processes of personnel management of the corporation.

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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, no. 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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YEPIFANOVA, IRYNA, VALERIIA PANKOVA, and LIUDMYLA TKACHUK. "STRATEGIC RISK MANAGEMENT IN THE PERSONNEL MANAGEMENT SYSTEM." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 300, no. 6 (December 3, 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, and Nataliia Smyrnova. "PERSONNEL MANAGEMENT SUBSYSTEM AS A COMPONENT OF AGRICULTURAL ORGANIZATIONS MANAGEMENT." Economic Analysis, no. 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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Atamuratov, Murat U. "THEORETICAL AND CONCEPTUAL FUNDAMENTALS OF MANAGEMENT PERSONNEL COMPETENCE." Journal of Social Research in Uzbekistan 02, no. 01 (January 1, 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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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, no. 2 (October 19, 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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Kravchuk, Oksana. "Personnel management professional standards: development and implementation in Ukraine." Social and labour relations: theory and practice 9, no. 1 (January 29, 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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Yeshchenko, M. "Motivational component of personnel management." Galic'kij ekonomičnij visnik 67, no. 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, no. 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, no. 3 (September 1, 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, no. 5 (2022): 294–96. http://dx.doi.org/10.32782/2524-0374/2022-5/67.

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