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Journal articles on the topic 'Personnel selection'

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Published: 4 June 2021
Last updated: 29 July 2024

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1

Schmitt, N., and I. Robertson. "Personnel Selection." Annual Review of Psychology 41, no. 1 (January 1990): 289–319. http://dx.doi.org/10.1146/annurev.ps.41.020190.001445.

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2

Schmidt, F. L., D. S. Ones, and J. E. Hunter. "Personnel Selection." Annual Review of Psychology 43, no. 1 (January 1992): 627–70. http://dx.doi.org/10.1146/annurev.ps.43.020192.003211.

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3

Borman, Walter C., Mary Ann Hanson, and Jerry W. Hedge. "PERSONNEL SELECTION." Annual Review of Psychology 48, no. 1 (February 1997): 299–337. http://dx.doi.org/10.1146/annurev.psych.48.1.299.

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4

Sackett, Paul R., and Filip Lievens. "Personnel Selection." Annual Review of Psychology 59, no. 1 (January 2008): 419–50. http://dx.doi.org/10.1146/annurev.psych.59.103006.093716.

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5

Robertson, Ivan T., and Mike Smith. "Personnel selection." Journal of Occupational and Organizational Psychology 74, no. 4 (November 2001): 441–72. http://dx.doi.org/10.1348/096317901167479.

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6

Messner, Claude, Michaela Wänke, and Christian Weibel. "Unconscious Personnel Selection." Social Cognition 29, no. 6 (December 2011): 699–710. http://dx.doi.org/10.1521/soco.2011.29.6.699.

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7

Afshari, A. R., M. Mojahed, R. M. Yusuff, T. S. Hong, and M. Y. Ismail. "Personnel Selection using ELECTRE." Journal of Applied Sciences 10, no. 23 (November 15, 2010): 3068–75. http://dx.doi.org/10.3923/jas.2010.3068.3075.

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8

Rosse, Joseph G., and M. Singer. "Fairness in Personnel Selection." Industrial and Labor Relations Review 47, no. 4 (July 1994): 726. http://dx.doi.org/10.2307/2524685.

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9

Murphy, Kevin R., Neal Schmitt, and Walter C. Borman. "Personnel Selection in Organizations." Academy of Management Review 18, no. 4 (October 1993): 783. http://dx.doi.org/10.2307/258598.

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10

Hakel, M. D. "Personnel Selection and Placement." Annual Review of Psychology 37, no. 1 (January 1986): 351–80. http://dx.doi.org/10.1146/annurev.ps.37.020186.002031.

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11

Guion, R. M., and W. M. Gibson. "Personnel Selection and Placement." Annual Review of Psychology 39, no. 1 (January 1988): 349–74. http://dx.doi.org/10.1146/annurev.ps.39.020188.002025.

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12

Landy, Frank J., Laura J. Shankster, and Stacey S. Kohler. "Personnel Selection and Placement." Annual Review of Psychology 45, no. 1 (January 1994): 261–96. http://dx.doi.org/10.1146/annurev.ps.45.020194.001401.

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13

Chauhan, Rahul S., M. Ronald Buckley, and Michael G. Harvey. "Facebook and personnel selection:." Organizational Dynamics 42, no. 2 (April 2013): 126–34. http://dx.doi.org/10.1016/j.orgdyn.2013.03.006.

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14

Eysenck, H. J. "Personnel selection and productivity." Personality and Individual Differences 12, no. 12 (January 1991): 1361. http://dx.doi.org/10.1016/0191-8869(91)90214-v.

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15

Wilson, Glenn. "Personnel selection and productivity." Personality and Individual Differences 17, no. 1 (July 1994): 153. http://dx.doi.org/10.1016/0191-8869(94)90274-7.

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16

Petrovic‐Lazarevic, Sonja. "Personnel Selection Fuzzy Model." International Transactions in Operational Research 8, no. 1 (January 2001): 89–105. http://dx.doi.org/10.1111/1475-3995.00008.

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17

Zysberg, Leehu. "Hope in Personnel Selection." International Journal of Selection and Assessment 20, no. 1 (February 21, 2012): 98–104. http://dx.doi.org/10.1111/j.1468-2389.2012.00582.x.

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18

Quintanilla-Medina, Maria del Carmen Veronica, and Marco Antonio Coral-Ignacio. "Personnel selection system based on the selection algorithm." DYNA 91, no. 231 (March 13, 2024): 105–11. http://dx.doi.org/10.15446/dyna.v91n231.110412.

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The evolution of personnel selection systems has been driven by technological advances and changes in the needs of organizations, referring to the set of processes and tools used by an organization to evaluate and select the most suitable applicants to fill a position within the company, in order to ensure that people with the skills, knowledge and competencies necessary to perform the responsibilities and functions associated with the position are hired. It is therefore proposed to implement a personnel selection system, which will help optimize the recruitment and selection process using the competency model and the selection algorithm to choose the best candidates according to the selection criteria established for each job position, resulting in the best candidates for the position with the qualities for which they were chosen.
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19

Sackett, Paul R. "Integrity Testing for Personnel Selection." Current Directions in Psychological Science 3, no. 3 (June 1994): 73–77. http://dx.doi.org/10.1111/1467-8721.ep10770422.

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20

McArthur, A. T. G., and M. J. Young. "Discriminatory Constraints and Personnel Selection." Asia Pacific Journal of Human Resources 30, no. 3 (March 1, 1993): 11–24. http://dx.doi.org/10.1177/103841119303000302.

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21

Kalugina, Ekaterina, and Sergey Shvydun. "An Effective Personnel Selection Model." Procedia Computer Science 31 (2014): 1102–6. http://dx.doi.org/10.1016/j.procs.2014.05.365.

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22

Shirley, David. "Pragmatic Computing for Personnel Selection." Industrial Management & Data Systems 90, no. 1 (January 1990): 18–19. http://dx.doi.org/10.1108/eum0000000001420.

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23

Rubini, Monica, and Michela Menegatti. "Linguistic Bias in Personnel Selection." Journal of Language and Social Psychology 27, no. 2 (January 17, 2008): 168–81. http://dx.doi.org/10.1177/0261927x07313653.

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24

Jones, John W., and Lisa J. Wuebker. "Accident prevention through personnel selection." Journal of Business and Psychology 3, no. 2 (1988): 187–98. http://dx.doi.org/10.1007/bf01014488.

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25

dos Santos Paim, Altair, and Marcos Emanoel Pereira. "Judging good appearance in personnel selection." Organizações & Sociedade 25, no. 87 (December 2018): 656–75. http://dx.doi.org/10.1590/1984-9250876.

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ABSTRACT Judgement of what one views as good appearance in the selection of job applicants may reveal racial bias in access to the labor market. The purpose of this study is to evaluate the effects of racism in judging physical appearance in personnel selection. The non-random sample was composed of seventy-four (74) participants, of whom forty-two were human resources professionals (57%). The instruments used were an assessment of résumés, a set of prejudice scales, an inventory of racism in the labor market, an indicator of good appearance and a sociodemographic questionnaire. Three hypotheses were tested. Hypothesis 1, which postulated a preference for white candidates was confirmed. Hypothesis 2 was corroborated, because the professionals showed a higher tendency to choose candidates with a fairer complexion. Hypothesis 3, which made reference to good appearance was rejected, because the participants elected hygiene as a further element present in the judgment in selecting candidates. Finally, it is considered that the selection process should be based on the acceptance of racial diversity, a key element for the development of creative and innovative organizations.
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26

Safronova, Anastasia, Petr Kurenkov, Vyacheslav Volov, and Diana Kakhrimanova. "PERSONNEL ASSESSMENT TOOLS AT THE RECRUITMENT AND SELECTION STAGE USING THE EXAMPLE OF JSC VKUSVILL." Socio-economic and humanitarian magazine, no. 1 (May 6, 2024): 102–14. http://dx.doi.org/10.36718/2500-1825-2024-1-102-114.

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The purpose of research is to study methods of recruitment and selection of personnel; to analyze staff turnover; to evaluate the effectiveness of methods for selecting sales personnel at JSC Vkusvill. Objectives of the study: to determine the main tasks in the selection of sales personnel; to explore an automated personnel search system; to consider methods for assessing candidates; to assess the competencies of applicants using the case study method; to estimate the costs and profits of recruiting and selecting sales personnel at JSC VkusVill. The article discusses methods of personnel assessment at the selection stage, identifies the main tasks of selecting sales personnel, and examines the advantages and disadvantages of the ATS Potok information system. It is noted that one of the most important problems at JSC VkusVill is staff turnover. The model for selecting candidates for the personnel reserve of JSC VkusVill has been studied and it has been determined that the most rational way to evaluate a candidate at the interview stage is the case interview method. The stages of developing a case for assessing sales personnel and a methodology for compiling cases for a situational interview at the stage of admission to JSC VkusVill are proposed. An assessment of the effectiveness of methods for selecting sales personnel at JSC VkusVill was carried out. According to the authors, the effect of the proposed measures is that JSC VkusVill needs to introduce a more diverse system of methods for assessing sales personnel at the selection stage, for example, introduce the case interview method, which will allow assessing not only the presence and severity of the skills demonstrated by the candidate, but will also provide an opportunity to measure his personal qualities. To select candidates for the personnel reserve of the company JSC VkusVill, a questionnaire method was used, comparative analysis was used to study the advantages and disadvantages of case interviews, and the costs of searching, selecting and hiring personnel were assessed using methods of economic analysis.
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27

Goretzko, David, and Laura Sophia Finja Israel. "Pitfalls of Machine Learning-Based Personnel Selection." Journal of Personnel Psychology 21, no. 1 (January 2022): 37–47. http://dx.doi.org/10.1027/1866-5888/a000287.

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Abstract. In recent years, machine learning (ML) modeling (often referred to as artificial intelligence) has become increasingly popular for personnel selection purposes. Numerous organizations use ML-based procedures for screening large candidate pools, while some companies try to automate the hiring process as far as possible. Since ML models can handle large sets of predictor variables and are therefore able to incorporate many different data sources (often more than common procedures can consider), they promise a higher predictive accuracy and objectivity in selecting the best candidate than traditional personal selection processes. However, there are some pitfalls and challenges that have to be taken into account when using ML for a sensitive issue as personnel selection. In this paper, we address these major challenges – namely the definition of a valid criterion, transparency regarding collected data and decision mechanisms, algorithmic fairness, changing data conditions, and adequate performance evaluation – and discuss some recommendations for implementing fair, transparent, and accurate ML-based selection algorithms.
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28

ÖZDEMİR, Yavuz, and Kemal Gökhan NALBANT. "A REAL PERSONNEL SELECTION PROBLEM USING THE GENERALIZED CHOQUET INTEGRAL METHODOLOGY." Business & Management Studies: An International Journal 6, no. 2 (September 2, 2018): 694–716. http://dx.doi.org/10.15295/bmij.v6i2.270.

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The main objective in the selection of personnel is to select the most appropriate candidate for a job. Personnel selection for human resources management is a very important issue.The aim of this paper is to determine the best-performing personnel for promotion using an application of a Multi Criteria Decision Making(MCDM) method, generalized Choquet integral, to a real personnel selection problem of a case study in Turkey and 17 alternatives are ranked according to personnel selection criteria (22 subcriteria are classified under 5 main criteria). The main contribution of this paper is to determine the interdependency among main criteria and subcriteria, the nonlinear relationship among them and the environmental uncertainties while selecting personnel alternatives using the generalized Choquet integral method with the experts’ view. To the authors’ knowledge, this will be the first study which uses the generalized Choquet Integral methodology for human resources.
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29

Chang, Edward H., Erika L. Kirgios, Aneesh Rai, and Katherine L. Milkman. "The Isolated Choice Effect and Its Implications for Gender Diversity in Organizations." Management Science 66, no. 6 (June 2020): 2752–61. http://dx.doi.org/10.1287/mnsc.2019.3533.

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We highlight a feature of personnel selection decisions that can influence the gender diversity of groups and teams. Specifically, we show that people are less likely to choose candidates whose gender would increase group diversity when making personnel selections in isolation (i.e., when they are responsible for selecting a single group member) than when making collections of choices (i.e., when they are responsible for selecting multiple group members). We call this the isolated choice effect. Across six preregistered experiments (n = 3,509), we demonstrate that the isolated choice effect has important consequences for group diversity. When making sets of hiring and selection decisions (as opposed to making a single hire), people construct more gender-diverse groups. Mediation and moderation studies suggest that people do not attend as much to diversity when making isolated selection choices, which drives this effect. This paper was accepted by Yuval Rottenstreich, decision analysis.
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30

Динукова, О. А. "Improving staff selection." Экономика и предпринимательство, no. 8(145) (January 19, 2023): 1037–41. http://dx.doi.org/10.34925/eip.2022.145.8.212.

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В статье рассмотрена система отбора персонала на примере организации, выявлены имеющиеся проблемы и разработаны мероприятия по совершенствованию системы отбора персонала. В условиях правильного и качественного отбора персонала на предприятии образовывается благоприятный социально-психологический климат, стабильный плодотворный коллектив, что способствует достижению целей организации и повышению эффективности деятельности. The article considers the personnel selection system on the example of an organization, identifies existing problems and develops measures to improve the personnel selection system. In the conditions of proper and high-quality selection of personnel, a favorable socio-psychological climate, a stable fruitful team is formed at the enterprise, which contributes to achieving the goals of the organization and improving the efficiency of activities.
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31

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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32

Roulin, Nicolas, and Adrian Bangerter. "Social Networking Websites in Personnel Selection." Journal of Personnel Psychology 12, no. 3 (January 2013): 143–51. http://dx.doi.org/10.1027/1866-5888/a000094.

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Industry surveys and media reports suggest that recruiters increasingly use social networking websites (SNWs) in the selection process, but corresponding scientific research is still limited. Using signaling theory, we examine SNWs as a new way for applicants to signal their qualities to recruiters. Results suggest that recruiters and potential applicants (students and graduates) both perceive professional SNWs (e.g., LinkedIn) as a potential antecedent of Person-Job fit information and personal SNWs (e.g., Facebook) as a potential antecedent of Person-Organization fit information. When evaluating the same SNW profile, recruiters and potential applicants focus on different sections of the profile (e.g., recruiters focus more on job-related information), but they tend to infer similar personality traits. Implications for using SNWs in selection are discussed.
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33

Ock, Jisoo, and Frederick L. Oswald. "The Utility of Personnel Selection Decisions." Journal of Personnel Psychology 17, no. 4 (October 2018): 172–82. http://dx.doi.org/10.1027/1866-5888/a000205.

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Abstract. Compensatory selection is generally more reliable than multiple-hurdle selection. Yet, practitioners may lean toward multiple-hurdle models, because administering an entire predictor battery to every applicant can be time-consuming, labor-intensive, and costly. Using Monte Carlo simulation, we considered some specific cases to illustrate, in terms of selection utility and the cost-reliability tradeoff between compensatory and multiple-hurdle selection models. Results showed that compensatory model selection produced a higher level of expected criterion performance in the selected applicant subgroup, and a higher overall selection utility in most conditions. The simulation provides researchers and practitioners with a practical illustration of the tradeoff between reliable (compensatory) versus cost-efficient (multiple-hurdle) selection models – one that can inspire the exploration of other scenarios and tradeoffs.
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34

Dose, Jennifer J. "Information Exchange in Personnel Selection Decisions." Applied Psychology 52, no. 2 (April 2003): 237–52. http://dx.doi.org/10.1111/1464-0597.00133.

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35

PLOYHART, ROBERT E. "A Multilevel Perspective on Personnel Selection." Academy of Management Proceedings 1998, no. 1 (August 1998): B1—B7. http://dx.doi.org/10.5465/apbpp.1998.27643356.

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36

Berkelaar, Brenda L. "Cybervetting, Online Information, and Personnel Selection." Management Communication Quarterly 28, no. 4 (July 8, 2014): 479–506. http://dx.doi.org/10.1177/0893318914541966.

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37

GUION, ROBERT M. "CHANGING VIEWS FOR PERSONNEL SELECTION RESEARCH." Personnel Psychology 40, no. 2 (June 1987): 199–213. http://dx.doi.org/10.1111/j.1744-6570.1987.tb00601.x.

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38

Bangerter, Adrian, Nicolas Roulin, and Cornelius J. König. "Personnel selection as a signaling game." Journal of Applied Psychology 97, no. 4 (2012): 719–38. http://dx.doi.org/10.1037/a0026078.

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39

Huber, Vandra L., Margaret A. Neale, and Gregory B. Northcraft. "Decision bias and personnel selection strategies." Organizational Behavior and Human Decision Processes 40, no. 1 (August 1987): 136–47. http://dx.doi.org/10.1016/0749-5978(87)90009-4.

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40

Slora, Karen B., Dennis S. Joy, and William Terris. "Personnel selection to control employee violence." Journal of Business and Psychology 5, no. 3 (1991): 417–26. http://dx.doi.org/10.1007/bf01017712.

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41

Dalen, Lindy H., Neville A. Stanton, and Antony D. Roberts. "Faking personality questionnaires in personnel selection." Journal of Management Development 20, no. 8 (October 2001): 729–42. http://dx.doi.org/10.1108/02621710110401428.

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42

Chan, David. "Current Directions in Personnel Selection Research." Current Directions in Psychological Science 14, no. 4 (August 2005): 220–23. http://dx.doi.org/10.1111/j.0963-7214.2005.00368.x.

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For many decades, the focus of personnel selection research was on developing selection tests that maximized prediction of job performance; the approach was typically lacking in theoretical bases. The past two decades saw significant shifts in research to a focus on the nature of constructs and their interrelationships, characterized by an approach that emphasizes theoretical understanding of the phenomena under investigation. This article provides an overview of how a construct-oriented approach underlies major current directions in scientific research on personnel selection. Emerging trends that are likely to constitute issues of enduring importance are discussed.
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43

Nomura, Masami. "Standards of Personnel Retrenchment and Selection." Japanese Economic Studies 24, no. 1 (January 1996): 58–91. http://dx.doi.org/10.2753/jes1097-203x240158.

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44

Bushina, G. A., A. N. Molchanov, and M. E. Smirnov. "Safety issues during selection of personnel." Issues of radio electronics, no. 11 (November 20, 2019): 92–94. http://dx.doi.org/10.21778/2218-5453-2019-11-92-94.

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The article substantiates the use of a detailed examination of applicants when hiring an enterprise security service. The main purpose of such checks is considered. Documents (passport, taxpayer identification number (TIN), diploma, criminal record) and personal information (information about administrative fines, enforcement proceedings, credit history and relations with competing organizations, letters of recommendation from the previous place of work) that the company is entitled and must require the candidate. It describes the procedure for collecting information from social networks to confirm the information specified in the resume or to obtain information for some reason not specified in the questionnaire. Understanding the process of conducting an interview with the applicant or testing the applicant. The use of the polygraph to test candidates is analyzed and discussed.
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45

Liang, Gin-Shuh, and Mao-Jiun J. Wang. "Personnel selection using fuzzy MCDM algorithm." European Journal of Operational Research 78, no. 1 (October 1994): 22–33. http://dx.doi.org/10.1016/0377-2217(94)90119-8.

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46

Stolovitch, Harold D., Erica J. Keeps, and Alan C. Okros. "“Northern adventure”: A personnel selection game." Human Resource Development Quarterly 1, no. 4 (1990): 343–54. http://dx.doi.org/10.1002/hrdq.3920010405.

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47

Kukharska, Nataliia, and Andrii Lagun. "PERSONNEL SELECTION AS INFORMATION SECURITY CONTROLS." Ukrainian Scientific Journal of Information Security 28, no. 1 (November 4, 2022): 21–25. http://dx.doi.org/10.18372/2225-5036.28.16867.

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The article deals with current issues of human resource security in the context of ensuring the organization's information security. The focus is on the procedure of selecting applicants for vacant positions since mistakes made at this stage of personnel management can negatively affect the efficiency of the organization. The list of personal characteristics of employees that are dangerous from the point of view of information security is laid out. Based on the conducted research, recommendations were given regarding the use of non-traditional methods of checking and evaluating candidates for employment, namely: analysis of the applicant's profile in social networks; brainteaser interview; a method based on the use of physiognomy, studying the language of gestures and the body; graphological method; socionic typing method. The verification methods chosen by the organization must comply with the current legislation on confidentiality, protection of personal identification data, and employment. All regulations, moral and ethical standards, business requirements, perceived risks and the organization's information classification scheme must be taken into account, too.
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48

Апутаева, З. М. "Improvement of the personnel selection system." Экономика и предпринимательство, no. 4(129) (May 31, 2021): 1185–89. http://dx.doi.org/10.34925/eip.2021.129.4.234.

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В статье рассматривается понятие отбора персонала, основные направления совершенствования процесса отбора. Определена цель и задачи отбора, а также рассмотрены методы отбора. Предложены основные направления оценки эффективности процедуры отбора. The article considers the essence of the concept of selection of personnel, basic directions of perfection of selection process. Identified the purpose and objectives of selection, and considers methods of selection. The main directions of assessment of efficiency selection procedure.
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49

Khandekar, Anant V., and Shankar Chakraborty. "Personnel Selection Using Fuzzy Axiomatic Design Principles." Verslas: teorija ir praktika 17, no. 3 (September 29, 2016): 251–60. http://dx.doi.org/10.3846/btp.2016.660.

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Overall competency of the working personnel is often observed to ultimately affect the productivity of an organization. The globalised competitive atmosphere coupled with technological improvements demands for efficient and specialized manpower for the industrial operations. A set of typical technological skills and attitudes is thus demanded for every job profile. Most often, these skills and attitudes are expressed imprecisely and hence, necessitating the support of fuzzy sets for their effective understanding and further processing. In this paper, a method based on fuzzy axiomatic design principles is applied for solving the personnel selection problems. Selecting a middle management staff of a service department for a large scale organization is demonstrated here as a real life example. Five shortlisted candidates are assessed with respect to a set of 18 evaluation criteria, and the selection committee with experts from the related fields also realizes the outcome of the adopted approach to be quite appropriate, befitting and in agreement with their expectations.
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Kolontaievskyi, O., and M. Yatsiuk. "SELECTION AND USE OF PERSONNEL MANAGEMENT TECHNOLOGIES IN HOTEL ENTERPRISES." Series: Economic science 2, no. 176 (April 3, 2023): 67–73. http://dx.doi.org/10.33042/2522-1809-2023-2-176-67-73.

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The article is aimed at defining the criteria and algorithm for selecting the optimal technologies for the use of personnel management in the hotel enterprise. The main approaches to the definition of the term management technology and staff management technology are analysed. The composition of technologies of target management and process technologies is considered. The features and conditions of use of process management technologies are defined. The advantages and disadvantages of management technologies when used in hotel enterprises are analysed. Recommendations on the use of personnel management technologies in accordance with the working conditions of hotel business enterprises are provided. The main types of personnel management technologies are listed. Personnel technologies and staff technologies are considered. A system of criteria for choosing the technology of personnel management is proposed. The following are proposed as selection criteria: size of the hotel enterprise, staff qualification, level of automation of production and management processes, degree of management informatisation, readiness for innovations, cost of technology and its popularity, period of introduction and initial testing of technology and the degree of technological maturity of the enterprise in general. An algorithm for choosing technologies for management of personnel of hotel enterprise has been provided. The formation of a refined list of management technologies recommended for implementation is carried out after selecting the target technology and assessing the level of technological and managerial maturity of the hotel enterprise. The expediency of adapting the components of the technology of personnel management by functional subsystems is emphasised. The main subsystems are as follows: technology of planning the need for personnel; technology of search, selection and attraction of personnel; technology of placement and accounting of personnel; technology of professional and social development of employees; technology of personnel evaluation; technology of stimulation and motivation of personnel. Keywords: personnel management, management technology, target management, personnel technologies, HR technologies.
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