Journal articles on the topic 'Principles of personnel management'
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1
KRAMAR, Oleh. "Theoretical principles of personnel management construction enterprises." Economics. Finances. Law, no. 2/2 (February 28, 2020): 11–14. http://dx.doi.org/10.37634/efp.2020.2(2).2.
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Human Resources Management (HRM), managing work and people to achieve their desired goals, is a fundamental activity of any enterprise or organization that employs people. HRM is the basis for their creation and development. There are a number of different HRM styles, ideologies, forms, and methods, but there are no universal models that can improve performance for each enterprise or enhance their relative effectiveness in specific strategic areas, such as the introduction of new production technologies, the use of advertising campaigns. or the purchase of real estate. However, it is impossible to question the necessity of the personnel management process itself, that is, rational attempts to organize work and manage people. The purpose of the paper is to outline the theoretical foundations of personnel management of construction enterprises. Over the last twenty years, the relationship between HRM and strategic management studies has deepened, significantly widening the socio-economic range and possible cause and effect. Getting acquainted with the scientific works of the founders on this subject allows us to distinguish three main areas: 1. Micro HRM - covers the subheadings of HR policies and practices that can be grouped into two main categories. 2. Strategic HRM deals with systemic issues and issues that have serious implications for the enterprise. 3. International HRM - less involved in the context of strategic human resource management, focused on HR management in multinational companies. In the construction field, the HRM is mainly focused on the adequate provision of projects with human resources with relevant experience, professional characteristics and the right skillsets for their successful implementation. Personnel managers should have the ability to identify and document project roles and responsibilities, developing planning with a detailed description of the intermediate processes required to complete the project (or projects) and identify its human resource needs. Construction, due to its specificity and versatility, is one of the most difficult areas for managing people. The operational realities faced by construction companies confirm the risks associated with the close relationship between employee needs and performance issues.
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Клычова, Гузалия, Guzaliya Klychova, Алсу Закирова, Alsu Zakirova, Валерия Кириллова, and Valeriya Kirillova. "BASIC PRINCIPLES OF PERSONNEL AUDIT PLANNING." Vestnik of Kazan State Agrarian University 14, no. 2 (July 29, 2019): 132–38. http://dx.doi.org/10.12737/article_5d3e1733a32e65.64370462.
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The efficiency of the activities of enterprises oriented towards innovation development has a significant impact on human resources, management, development, and assessment of which ensures competitiveness, strategic advantages and sustainable development of the agrarian sector of the economy. To achieve its goals, management of the organization should be focused on the rational use of not only financial and material, but also labor resources. At the same time, personnel management is one of the important areas of strategic development, since the level of knowledge, abilities and competencies of an employee of an enterprise in an innovative economy places increasingly high demands. Developing the mechanism and management system of personnel potential, it is necessary to ensure the social and economic development of the enterprise, while solving the following tasks: to form a management structure; develop, test and evaluate the most rational systems and forms of organization and remuneration. A special place in the system of this management takes personnel audit. At the same time planning is a key stage of personnel audit. The audit plan in accordance with the requirements of ISA 300 “Planning the audit of financial statements” includes the following sections: understanding of business, understanding of the environment and internal control, description of risk and materiality, description of the nature, timing and scope of procedures. The article discloses a personnel audit planning mechanism in accordance with international auditing standards, examines the basic principles of personnel audit planning, discusses new requirements for the planning process, develops auditor’s working documents to improve the effectiveness of personnel auditing and coordinate audit procedures with the work of the audited entity. In particular, a personnel audit plan has been proposed, which includes the following sections: understanding of business, understanding of the environment and internal control, description of risk and materiality, and establishing the main areas of audit.
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Astuti, Efi Tri. "Prinsip Manajemen Tenaga Kependidikan Perspektif Al-Qur’an." Jurnal Iqra' : Kajian Ilmu Pendidikan 4, no. 1 (June 2, 2019): 128–45. http://dx.doi.org/10.25217/ji.v4i1.465.
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As an effort to improve the quality of human resources, the development of human resources was important for the goverment to focus on improving the quality of education by provision learning processes with quality education personnel. This article aimed to discussed the principle management of educational staff of the Al-Qur'an perspective. This research was literature studies, namely by examining journals, books, research reports. The result showed that : (1) the Principle of Tawheed, covering the principle of unity of direction and unity of command; (2) Principles of justice and prosperity; (3) The principle of deliberation; (4) Principles of efficiency, effectiveness and productivity; (5) Disilpin principle, integrity and loyalty; (6) The principle of division of authority and responsibility; (7) Principle of Ukhuwah. An understanding of the management principle of the Al-Qur'an perspective in the management of Islamic education institutions will be able to contribute positively, including planning of education personnel, the process of recruitment, selection and placement, and the development of education personnel.
Key words: Principle of Management, Educational Personnel, Al-Qur’an Perspektive
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Cuny, Fred C. "Principles of Disaster Management Lesson 11: Personnel Evaluation." Prehospital and Disaster Medicine 16, no. 1 (March 2001): 62–67. http://dx.doi.org/10.1017/s1049023x00025619.
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AbstractA disaster manager must be able to evaluate staff members in order to make effective staffing decisions during the transitions between phases of a disaster and to help improve the performance of the operation by determining what aspects of an individual's work needs improvement. Criteria for personnel appraisal and measures of performance, objective or subjective, are essential to conduct a fair and thorough evaluation. Errors introduce bias into the appraisal in the form of a “halo” effect, harsh or lenient ratings, a central tendency error, or recency effect, but recognition of these errors helps reduce their effect. A results-based appraisal program is favored because it focuses on what the worker achieves. Regular appraisal periods are suggested for optimal improvement in performance. Suggestions are given for an effective personnel appraisal, such as focusing on positive work performance, being aware of biases in judging people, and being specific when citing examples of work performance.
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Елена Петровна, Костенко, and Ефременко Ксения Андреевна. "FEATURES OF PERSONNEL MANAGEMENT IN TURQUOISE ORGANIZATIONS." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 4, no. 4 (December 2021): 93–103. http://dx.doi.org/10.22394/2079-1690-2021-1-4-93-103.
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The article discusses the features and causes of the evolution of organizational structures, as well as the principles of employee management at different stages of the development of organizations. The main attention is paid to the characteristics of the implementation of the main functions of personnel management in teal organizations. Based on the research conducted in the traditional and teal offices of Sberbank, the specifics of recruiting, adaptation, motivation, assessment, training and development of personnel, features of corporate culture in teal organizations are shown. As a result of the survey of managers and HR managers of enterprises and organizations of the Southern Federal District, the reasons for the slow spread of the principles of teal personnel management were identified.
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Елена Петровна, Костенко, and Ефременко Ксения Андреевна. "FEATURES OF PERSONNEL MANAGEMENT IN TURQUOISE ORGANIZATIONS." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 4, no. 4 (December 2021): 93–103. http://dx.doi.org/10.22394/2079-1690-2021-1-4-93-103.
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The article discusses the features and causes of the evolution of organizational structures, as well as the principles of employee management at different stages of the development of organizations. The main attention is paid to the characteristics of the implementation of the main functions of personnel management in teal organizations. Based on the research conducted in the traditional and teal offices of Sberbank, the specifics of recruiting, adaptation, motivation, assessment, training and development of personnel, features of corporate culture in teal organizations are shown. As a result of the survey of managers and HR managers of enterprises and organizations of the Southern Federal District, the reasons for the slow spread of the principles of teal personnel management were identified.
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Cuny, Fred C. "Fred C. Cuny Memorial Continuing Education Series: Principles of Disaster Management Lesson 6: Personnel and Personnel Management." Prehospital and Disaster Medicine 14, no. 4 (December 1999): 66–70. http://dx.doi.org/10.1017/s1049023x00027746.
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AbstractRelief operations require capable resposible staff. This lesson discusses the types of staff and workers required. It stress the importance of employing locals an refugees infilling many of these positions and examines the role of volunteers, paid personnel, and expatriates and the issues involved.
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Popyk, O. "Organizational aspects of personnel’s intangible motivation in the enterprises QMS." Ekonomìka ta upravlìnnâ APK, no. 2 (169) (December 9, 2021): 181–92. http://dx.doi.org/10.33245/2310-9262-2021-169-2-181-192.
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The presented research reveals the concept of intangible motivation of personnel. The definitional content of this category has been formed, the place, components, basic principles, approaches to implementation, as well as the psychological basis of motivation, have been determined. The co-evolutionary mechanisms of the system of intangible motivation and implementation of the quality management system at the enterprise have been determined, an important attribute of which is the permanence and consistency of the use of general principles. The need to implement the principles of a quality management system is determined at all stages of personnel management, in particular: selection and assessment of personnel, adaptation and training, team building, development and attraction. In the course of the study, it was confirmed that systematic training of employees on quality issues, tools and principles of the quality management system is an important element of improving and managing quality in organizations, because training and development has a significant impact on the quality provided by the organization on a regular basis through quality education and training activities, quality-oriented rewards and programs are essential to achieve quality management objectives. Quality management initiatives and programs require the support, input and cooperation of all workers and their effective involvement. The main psychological motivational components of the enterprise personnel in the structure of the enterprise quality management system have been determined, namely: awareness, responsibility and competence. The importance of such tools of the quality management system as policy and goals in the context of the formation of a motivational strategy is emphasized. Proposals have been formulated for the implementation of non-material motivation using the toolkit of general principles and approaches of the enterprise quality management system. Key words: quality management system, process, business process, management, principle, intangible motivation, activator.
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Ge, Ting. "University Personnel Management System Construction and Implementation." Applied Mechanics and Materials 599-601 (August 2014): 2153–56. http://dx.doi.org/10.4028/www.scientific.net/amm.599-601.2153.
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The development of management information systems in the construction of university personnel management subsystem as the background, discusses the basic principles and methods of management information systems concepts , structure and system development , a detailed description of the technical background in database technology of " Personnel Management management system , "the basic functions and implementation process.
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Чуланова and Oksana Chulanova. "CONCEPTUAL FRAMEWORK OF “TURQUOISE ORGANIZATIONS” AND REALIZATION PROSPECTS IN PERSONNEL MANAGEMENT." Management of the Personnel and Intellectual Resources in Russia 6, no. 3 (July 14, 2017): 5–11. http://dx.doi.org/10.12737/article_5947de33dd5ef1.29428726.
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The experience of using turquoise organizations has long been used abroad. Turquoise organizations are the so-called “living” organizations, working on the principle of a single organism, a living system: flexibly reacting to the changes taking place, making decisions on an intuitive level and subtly feeling its internal and external processes. In working with the personnel of Russian organizations it is a new technology that is of interest from the point of view of theorists and practitioners. The article attempts to define the conceptual basis of this technology taking into account the principles, mechanisms and expected results of the functioning of turquoise organizations. The article presents the essence, basic principles of turquoise organizations. The advantages and disadvantages of this form of management interaction are indicated. The article presents the foreign experience of turquoise organizations and the pilot project of the Russian organization. The prospects of using this innovative technology in working with the staff of modern domestic organizations are indicated.
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Kyriy, Serhiy, Kseniia Kalienik, Oleg Ananin, Igor Kukin, Iryna Zrybnieva, and Vera Romanova. "Methodological foundations of strategic personnel management." LAPLAGE EM REVISTA 7, no. 3A (August 30, 2021): 26–31. http://dx.doi.org/10.24115/s2446-6220202173a1360p.26-31.
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The paper discusses the content, principles, scientific schools and modern trends in people management in an organization. At methodological tools for evaluating the strategic potential of the organization's people; the method for evaluating the strategic potential of the company's personnel is proposed based on an analysis of the use of the working hours fund. The results of the activities of staff in management positions, colleagues, subordinates and the employee's opinion are determining axes in the perception of the studied object, that is, people respond proactively to the management style according to the structure and planning of organizational praxis.
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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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KOZHUKHOVA, J. E., and S. I. OVSYANNIKOVA. "STRATEGIC ASPECTS OF SOCIAL DEVELOPMENT MANAGEMENT OF CORPORATE STAFF." Central Russian Journal of Social Sciences 16, no. 3 (2021): 183–99. http://dx.doi.org/10.22394/2071-2367-2021-16-3-183-199.
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The main aim of the research is to distinguish scientific approaches to determining the essence of the management of social development of staff and the justification of interrelated management decisions aimed at developing strategic planning and forecasting in the personnel management system based on the principles of social responsibility. The subject of the study is the management system of social development of the personnel of economic entities. Research design is the basis of the theoretical and methodological research was the scientific works of domestic and foreign scientists concerning the strategic management of social development of personnel, as well as the concept of corporate social responsibility of business. Research results: the concept of strategic planning for the social development of personnel is presented, a methodological approach to evaluating the effectiveness of personnel management based on the principles of corporate responsibility is proposed, which allows determining the level of employee compliance.
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Cuny, Fred C. "Principles of Disaster Management Lesson 13. Organizational Development." Prehospital and Disaster Medicine 16, no. 3 (September 2001): 175–79. http://dx.doi.org/10.1017/s1049023x00025942.
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AbstractChange in any organization is difficult. Relief organizations constantly are evolving and changing form to adapt to different needs, demands, and environment. As the phases of a disaster evolve, adjustments must be made by relief organizations to meet the changing needs. The sequential processes used to manage change include recognition and diagnosis of the problem, identification of alternatives, recognition of limiting conditions, selection of a strategy for change, and implementing and monitoring the change. The techniques used to effect change may be classified as structural, management, or technological. Changes can occur in division of labor, content of the work, relationships with other workers, supervisory and/or technical skills, operations, and decision-making hierarchy. Approaches can be mandated from the top, worked out jointly by management and personnel, or implemented by the affected personnel. Implementation of changes has two dimensions: timing and scope. Whenever changes are implemented, the impact of the changes must be monitored and the effects compared with what was expected.
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Abdusaitovich, Rakhimov Hasan. "WAYS TO IMPROVE THE PRINCIPLES OF PERSONNEL MANAGEMENT IN THE HOTEL INDUSTRY TO INCREASE LABOR EFFICIENCY." American Journal of Management and Economics Innovations 04, no. 02 (February 1, 2022): 16–18. http://dx.doi.org/10.37547/tajmei/volume04issue02-04.
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The management of any farm is decided by the staff of the entity. In order to organize this process highly efficiently, it also requires the management of the staff itself. This process is also based on a number of principles, but is done by many methods issues are discussed.
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Tandelova, O. M., and O. O. Dzhioeva. "PECULIARITIES OF HUMAN RESOURCES MANAGEMENT IN INNOVATIVE ORGANIZATIONS." National Association of Scientists 1, no. 25(52) (2020): 58–60. http://dx.doi.org/10.31618/nas.2413-5291.2020.1.52.142.
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This article is devoted to the features of personnel management in innovative organizations. The dependence of effective personnel management regulation on a motivational factor is analyzed. The principles affecting the management potential depending on the strategic settings of the organization are identified.
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Rottman, Steven J., David Rasumoff, Ron D'Acchioli, Baxter Larmon, and Curtis V. Reynolds. "Principles of Field Extrication for Medical Personnel." Prehospital and Disaster Medicine 2, no. 1-4 (1986): 175–77. http://dx.doi.org/10.1017/s1049023x00030740.
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In the United States, pre-hospital immediate care generally is practiced by paramedical personnel. These individuals are either firemen or civilians who have specific training in the assessment and management of acutely ill or injured patients outside the hospital. In most systems, once the initial evaluation of the patient is made, radio or telephone communication occurs between the pre-hospital team and a hospital-based physician or specially trained nurse. These hospital-based personnel are the responsible medical authority for the care delivered by the paramedical staff. Based on data reported by the field unit, the hospital team gives medical direction and specific therapeutic orders to the paramedics. This style of immediate care seems to work well for us in America although it is different in many ways from immediate care schemes elsewhere in the world, in that the physician or nurse is rarely on the scene, able to assess firsthand and provide medical care to the victims.
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Клопотовская, P. Klopotovskaya, Лукьянова, and Tatyana Lukyanova. "Personnel Management Consulting: Conceptual Frameworks for Use." Management of the Personnel and Intellectual Resources in Russia 3, no. 6 (December 15, 2014): 26–31. http://dx.doi.org/10.12737/7297.
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Personnel management consulting is a relatively new field, developing in response to the need of organizations to improve and develop their personnel
management processes. This is evidenced by the growing market share and revenues, enjoyed by consulting companies as a result of executing various personnel
management projects. Despite rapid developments in practice the field of personnel management consulting yet lacks deep theoretical insights. The paper
outlines prerequisites for proper use of personnel management consulting, allowing to consider these activities as a separate fi eld of management consulting.
Also presented are managers’ reasons for employing professional consulting skills; principles and conditions for use of professional consulting services; outlined
are fields where personnel management consulting can be especially efficient.
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Abramov, Vladimir. "Key directions of development of the concept of formation of single federal personnel reserve of heads of the Russian Federation education system." Man and Education, no. 3 (68) (2021): 7. http://dx.doi.org/10.54884/s181570410019132-0.
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The article considers certain areas that are key ones in the development of the Concept for the formation of single federal personnel reserve of principals of the Russian Federation education system (education management bodies of the regional and municipal levels): basic concepts, goals, tasks and principles for formation and use of single federal personnel reserve. These areas can be considered as intermediate results in the frames of the scientific research work «Scientific and methodological support for the formation and functioning of single federal personnel reserve of education system principals» in 2021.
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Klipkova, О., N. Kozmuk, I. Kantsir, and Н. Golub. "METHODICAL PRINCIPLES OF THE IMPLEMENTATION OF THE INSTRUMENTATION OF THE INNOVATIVE CULTURE OF PERSONNEL MANAGEMENT." Financial and credit activity problems of theory and practice 1, no. 42 (March 31, 2022): 384–95. http://dx.doi.org/10.55643/fcaptp.1.42.2022.3385.
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Abstract. The article materials are accented to the identification of the concept of the innovative culture of personnel management and the possibility of implementing universal project management methods in its formation. The urgency of the research is determined, first of all, by the need for a constant dynamic correction of techniques and instrument management personnel in order to build an innovative culture of personnel management at domestic enterprises. When writing, analytical and statistical methods are used during the detection and processing of domestic and foreign statistical data, the method of expert assessments in the formation of structural models, historical and logical methods in the extrapolation of the state of the past years for the future. The article materials emphasize the definition and characteristics of the concept of «Innovative Culture of Personnel Management». It is determined that the practical implementation of the instrument of the personnel management of the enterprise needs to use innovative techniques. Among these techniques, it is crucial to underscore Gantt charts, the Dupon method and Game Theory, personal marketing management, and others. Particular attention is focused on a graphical display of a Gantt chart, which reflects the time interval from the time of decision-making on the introduction of innovative methods in managing personnel to increase labor productivity and the growth of other enterprise performance indicators. It is noted that when making decisions on the expediency of changing the existing personnel management culture at the enterprise, it is worth using neural network models based on which it is possible to reveal a causal relationship between the decision and the reaction of the entire organizational system or a separate personality. It is detected that one of the main methods of investigation of the probable results from the introduction of an innovative culture of personnel management at the enterprise is to identify strengths and weaknesses in the process of implementing changes. The study of the LIFT methodological approach that uses the tools of ballroom assessments of the groups of attractiveness indicators of decisions on introducing an innovative personnel management culture and indicators that determine their risks are distinguished. The probability and expediency of using GAP analysis for the comparative characteristics of actual and potential development opportunities are researched and analyzed. It is stated that the use of this information will distinguish at the expertise stage the possibility of practical implementation of an innovative culture tool in full or fragmented scope to determine the means and techniques that will give the greatest effect to develop the intellectual and labor potential of the enterprise. It is proposed to use GAP analysis when implementing an innovative personnel management culture for the restoration strategy and maintaining employees’ mental health, forcing the enterprise’s loyalty system, introducing the foundations of corporate and organizational culture of the enterprise. Keywords: personnel management, innovative culture of personnel management, mental health, personnel loyalty, corporate culture. JEL Classification М12 Formulas: 5; fig.: 3; tabl.: 0; bibl.: 22.
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Prokhorovska, Svitlana. "COMPETENCE APPROACH IN HR-MANAGEMENT." Regional’ni aspekti rozvitku produktivnih sil Ukraїni, no. 23 (2018): 86–90. http://dx.doi.org/10.35774/rarrpsu2018.23.086.
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In the article the role of сompetence approach is in vestigational the management of organization a personnel. The most widespread methods of development of competenses of employee and rule of forming of model of competenses are certain. Setting of raditional and modernapproaches is exposed to forming of model ofcompetenses. Basic principles of application of сompetence approach are found out in a management a personnel. The model of competenses of modern HR-of manager is offered.
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Brody, E. W. "Successful application of contractual principles to hospital personnel policies." Health Care Management Review 11, no. 1 (1986): 15–20. http://dx.doi.org/10.1097/00004010-198601110-00003.
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Brody, E. W. "Successful application of contractual principles to hospital personnel policies." Health Care Management Review 11, no. 1 (1986): 15–20. http://dx.doi.org/10.1097/00004010-198611010-00003.
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Brody, E. W. "Successful application of contractual principles to hospital personnel policies." Health Care Management Review 11, no. 1 (1986): 15–20. http://dx.doi.org/10.1097/00004010-198624000-00003.
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YAKUBIV, VALENTYNA, and ROMAN YAKUBIV. "SYSTEM OF ORGANIZATIONAL AND ECONOMIC SUPPORT OF HUMAN RESOURCES MANAGEMENT AT ENTERPRISES." Journal of Vasyl Stefanyk Precarpathian National University 6, no. 3-4 (December 20, 2019): 88–95. http://dx.doi.org/10.15330/jpnu.6.3-4.88-95.
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The paper analyses various scientific approaches to the interpretation of the essence of the concept of “personnel management”, defines the specific characteristics and principles of this process. For a detailed study of the essence and content of the concept of the personnel management, theoretical approaches to this definition and substantiation of its content in the context of various scientific schools and management theories are analysed. Scientific approaches to understanding the functional role and essence of the personnel management in various scientific schools are analysed, namely: schools of scientific management, classical (administrative) school of management, theory of perfect bureaucracy, school of human relations, empirical school of management, school of social systems, and “new school”.
The main differences in understanding the process of the personnel management in different theories of management are investigated, the main of which are: situational management theory; system theory of management; theory of organizational culture; theory of human resources management; theory of management culture. The relationship scheme and the place of the personnel management system in the enterprise management in general are substantiated. A three-level personnel management system for tactical, operational and ongoing tasks is proposed. The mechanism of organizational and economic support of the personnel management as a system of synergistically interconnected organizational and economic factors for establishing high-performance HR-management in the enterprise is substantiated. The main elements of organizational and economic support for improving the personnel management system of enterprises are scientific and theoretical approaches to the forming of this system; principles of personnel management; methods of labour management; functions of HR-management; economic levers; methodological support; information support; monitoring of personnel management.
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Митрофанова and Elena Mitrofanova. "Audit Staff in the Personnel Management System of the Organization (Lecture 5)." Management of the Personnel and Intellectual Resources in Russia 4, no. 3 (June 17, 2015): 47–55. http://dx.doi.org/10.12737/12094.
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This article continues the abstract of lectures on discipline «Economics of personnel management» for bachelor degree programme.
The article reveals the essence and purpose of audit personnel and the personnel management system. The basic directions of audit staff. The content of the
principles of audit staff, the characteristic of the methods of audit staff. Consistently shown the content of the main stages of audit personnel and the personnel
management system: phase of goal setting, the preparatory stage, the stage of analysis and evaluation of the personnel management system for a certain
period or in dynamics, the stage of formation of a set of recommendations for improving the system of personnel management. Keywords: audit staff, the
direction of audit staff, audit personnel, personnel management, methods, audit staff, audit staff, audit report.
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Stankovska, I. М., V. B. Kochkodan, and E. Yanton-Drozdovska. "DIGITAL OILFIELD PERSONNEL DEVELOPMENT MANAGEMENT." Actual problems of regional economy development 2, no. 17 (November 30, 2021): 287–96. http://dx.doi.org/10.15330/apred.2.17.287-296.
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The article is aimed at studying the problems associated with the digital oilfield personnel development. The purpose of the article is to study the digital oilfield personnel development management.
During the research we used the methods of theoretical generalization - to form definitions of concepts and general approaches and principles; of analysis and synthesis; of system and complex analysis, modeling - for management model formation of digital oilfield personnel development.
To achieve this goal, the directions of oil and gas field digitalization are considered; the production process problems faced by managerial and engineering personnel are surveyed. It is shown that for the effective functioning of digital oilfield the highly qualified personnel with the appropriate level of knowledge and experience is needed. The components that should be managed by the organization for staff development and its effective use are identified.
The scientific novelty of the study is to solve problems that have theoretical and practical significance in the field of digital oilfield personnel development management. To achieve this goal, the following tasks were solved:
- the components of digital oilfield are determined;
- the problems that arise during the oil and gas field management are identified;
- the concept of personnel development management is defined in order to justify further actions related to the choice of appropriate areas, methods, technologies and forms of training;
- the model of digital oilfield personnel development management is formed and its components are analyzed;
- the characteristic features of staff development in the mechanistic model of enterprise management are highlighted;
- the motivators of professional development of employees are determined, in particular, for advanced training of oil and gas enterprises’ employees resulting in the international IWCF certificate acquisition;
- the competence and meta-competence approach of personnel development is analyzed, which should be used to improve the enterprise’s activity.
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Cuny, Fred C. "Principles of Management Lesson 8. Motivation." Prehospital and Disaster Medicine 15, no. 2 (June 2000): 29–36. http://dx.doi.org/10.1017/s1049023x00025061.
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AbstractMotivation is the art of getting people to do things or to do things more efficiently or quickly. Motivation of personnel involved in relief activities differs substantially from similar activities in the business sector as such persons may be: 1) part-time staff without a long-term commitment; 2) volunteers; 3) part of the affected population;Finnish National Training and/or 4) assigned from other organizations. Motivation entails goal-directed behaviors directed at satisfaction of individual needs.This lesson addresses the hierarchical pyramid of motivation including: 1) physiological; 2) safety; 3) social; 4) esteem; and 5) self-actualization and how an individual's personality affects their level of motivation. In addition, personal goals play an important role in determining a persons behavior. Management programs that can be used to increase motivation are discussed including the use of re-wards for good performance. Lastly, methods for behavior modification are included.
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Yevchenko, Veronica, and Olga Khloponina-Gnatenko. "SOCIAL MANAGEMENT AS A TECHNOLOGY OF EFFECTIVE MANAGEMENT." Economic Analysis, no. 32(1) (2022): 7–13. http://dx.doi.org/10.35774/econa2022.01.007.
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Introduction. The article examines the features of social management as a technology of effective management. The art of social management comes to the fore and attracts the growing number of employers and employees of organizations and institutions. The principles of social management are outlined, which include: the principle of single-headedness in making managerial decisions and collegiality in their discussion; unity of influence of all management methods; the combination of branch and territorial management; priority of social directions in achieving strategic goals; scientific social management; forecasting the social development of the territory, organization; motivation; responsibility for the results of social management; cost-effectiveness and efficiency of management. The directions of social policy for use at the enterprise level by specialists and heads of the department for work with personnel are offered. The purpose of the article is to investigate on the specifics of the work of units for the provision of social services, outline the prospects for their development both at the enterprise level and at the state level. Method (methodology). Includes general scientific methods – elements of the theory of logic; methods of theoretical generalization and abstract; methods of comparison and grouping; classification method. Results. As a result of the study, elements of scientific novelty were obtained, which are as follows: outlined the principles of social management, including the principle of unity in management decisions and collegiality in their discussion; unity of influence of all management methods; a combination of branch and territorial management; priority of social directions in achieving strategic goals; scientific social management; forecasting the social development of the territory, organization; motivation; responsibility for the results of social management; cost-effectiveness and efficiency of management; the directions of social policy for use at the enterprise level by experts and heads of department on work with the personnel are offered. Thus, the practical significance of the study is to develop recommendations to ensure more efficient operation of the enterprise by intensifying social work both at the enterprise and at the state level.
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Dimić, Nemanja, Predrag Savić, Radomir Mitić, and Nevena Kalezić. "Principles of Airway management in emergencies." Halo 194 26, no. 3 (2020): 162–67. http://dx.doi.org/10.5937/halo26-28673.
Full textAbstract:
Airway management is a crucial step in treating emergency medical conditions. Numerous complications, which can further worsen the patient's condition, can occur as a result of difficulties in airway management. The most well-known and frequently used tests for assessing the airway in emergencies are the Mallampati class and a series of abbreviated procedures, which are mnemonically called LEMON. They have a significant role in predicting difficult airway management and enabling the medical team to adequately prepare. When securing the airway, it is necessary to provide adequate equipment, monitoring and trained personnel. If an assessment is made that the airway management could prove to be difficult, it is best to follow das algorithms, which not only help doctors secure a problematic airway but also protect them from criminal liability should complications or even death of the patient occur. This way, securing an airway in emergencies can present a very serious, but not insurmountable problem.
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Dronov, V. Y., and G. A. Dronova. "Principles of information security management system." Journal of Physics: Conference Series 2182, no. 1 (March 1, 2022): 012092. http://dx.doi.org/10.1088/1742-6596/2182/1/012092.
Full textAbstract:
Abstract The main element of a complex system that determines its performance and efficiency is its management system. Modern management systems are widely used, including in the management of teams of people united by common goals (organizations, departments, groups of developers, etc.). Information security is no exception - it is not enough to saturate the division responsible for information technology security with personnel, technical systems of information protection, it is necessary to ensure the effectiveness in achieving the goals, which is not possible without an appropriate management system. Information security specialists in organizations of various forms of ownership often face the problem of ensuring effective and efficient protection of information assets. Availability of international and national standards, regulatory documents of regulators does not ensure the achievement of high performance and efficiency indicators. The achievability of these indicators is determined by setting and achieving a number of goals, based on certain strategic principles of information security management system.
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Abramova, Irina. "Anti-Crisis Personnel Management in the Modern Realities of Business Development." Modern Economics 24, no. 1 (December 16, 2020): 6–11. http://dx.doi.org/10.31521/modecon.v24(2020)-01.
Full textAbstract:
Annotation. Introduction. The main problem of modern crisis management is associated with the lack of preventive crisis management practices of socio-economic systems, resulting in a set of emergency response measures: staff reductions, salary cuts, curtailment of training programs and staff development, which destroys the foundation of the organization – human capital. Purpose. At the same time, there are certain problematic and debatable points in terms of the formation of anti-crisis management of human resources in terms of theory and practice. Results. Accordingly, the article forms approach to the interpretation of the concept of crisis management of personnel in terms of discussion aspects such as definition, elements, principles and functions, stages. It is determined that anti-crisis personnel management is considered in terms of preventive, reactive and comprehensive approach depending on the situation in the personnel system of the enterprise. The author’s definition of “anti-crisis personnel management” is formed, which means a type of management activity that includes a set of specific functions, forms, methods and means of preventive and reactive management influence on human resources, aimed at identifying crisis phenomena, preventing crisis, its localization and liquidation; minimization of its negative impact on the further development of the enterprise. It is proved that anti-crisis personnel management is a type of anti-crisis management, ie it is characterized by specific methods, subjects and tools. The causes of personnel crises are systematized and the varieties depending on the situation in the personnel and personnel policy of the enterprise are singled out. Conclusions. Regardless of the source (external or internal), the crisis is always accompanied by extremely negative phenomena for both the organization and staff: falling production and sales, financial insolvency, a clear deterioration in the financial situation of workers, lack of employment guarantees, uncertainty of the future, lack of initiative, etc. Therefore, the issues of forming an effective system of anti-crisis personnel management, based on a clear mechanism and tools for personnel management, are relevant. Keywords: anti-crisis management; personnel; principles of anti-crisis personnel management; functions and methods of management.
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Yadransky, Dmitry, Rinat Latypov, and Elena Chumak. "Personnel-marketing as a direction of development of personnel agricultural complex." E3S Web of Conferences 222 (2020): 06024. http://dx.doi.org/10.1051/e3sconf/202022206024.
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The article considers the ambivalence of personnel marketing as a modern management technology that allows balancing on the principles of the mutual agreement the interests of employers and employees in a situation of choice in the segment of the labor market. The problem of the article lies in the need to search for tools to effectively build (develop) the labor market of agricultural enterprises. Personnel marketing technologies are proposed as tools. Research methods are: methods of theoretical generalization, logical modeling, induction, and other general scientific methods. The article defines the main directions and mechanisms for the development of personnel marketing as a modern social management technology that ensures the tactical and strategic development of company personnel. The possibility of promoting the attractiveness of jobs at agricultural enterprises through the use of external and internal tools of personnel marketing is being considered.
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Mozhaeva, Tatyana. "Improvement of Human Resource Management in the Quality Management System of the Enterprise." MATEC Web of Conferences 297 (2019): 06009. http://dx.doi.org/10.1051/matecconf/201929706009.
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The paper deals with the principles of improving the management of human resources in the quality management system (QMS) of the enterprise, based on the concept of human resources management and process approach in accordance with the requirements of international standards ISO 9000:2015. There is a dual nature of human resources identified, where the staff is considered, on the one hand, as the most important, specific resource determining the competitiveness of the enterprise, and, on the other hand, as an internal consumer of the rewarding mechanism offered to employees for quality work. The procedure to design personnel processes of QMS of the enterprise is considered. The expediency of integrating IDEF0 model and the methodology of functional cost analysis (FCA) into the enterprise’s QMS. There is no formal approach to analysis and assessment of personnel risks in the management of processes. The application of SWOT analysis adapted to the personnel management of the enterprise is justified in order to use it for controlling QMS personnel risks. There are criteria given to apply this approach to ensure the quality of personnel processes in QMS of the enterprise.
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Chymba, Chayana, and Aelita Shaburova. "PERFECTION OF THE PROCESS OF PERSONNEL MANAGEMENT AT THE ENTERPRISE." Interexpo GEO-Siberia 6, no. 2 (2019): 28–32. http://dx.doi.org/10.33764/2618-981x-2019-6-2-28-32.
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The paper examines the importance of research into the problem of the effectiveness of the use of the labor potential of a high-tech enterprise. Presented certain principles of management reproduction staff in high-tech enterprise. Recommendations on improving the process of forming and using labor potential are given.
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Sidorov, Nikolay V. "PERSONNEL MANAGEMENT SYSTEM IN A REAL ENTERPRISE: PROBLEMS AND SOLUTIONS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 3/2, no. 123 (2022): 140–47. http://dx.doi.org/10.36871/ek.up.p.r.2022.03.02.015.
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The article examines the issues of identifying the need to analyze the personnel management system in a real enterprise. The purpose of the study is to identify the connection between the elements of the personnel management system and the system as a whole for the development of the company, increasing its competitiveness. An analysis of the activities, professional and qualification composition of the company's personnel is carried out. Sources on the theory, technologies, principles of the labor collective management system and improving the efficiency of the personnel management system were used as a methodological base. The methods of personnel management used in the organization are identified, according to a survey of employees, the existing problems in this area. Directions for optimizing the personnel management system are determined. It is concluded that it is necessary to make decisions in accordance with the methodology for setting SMART goals.
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Пуляева, Валентина, and Valentina Pulyaeva. "Creating a management personnel competence service-management-based model." Universities for Tourism and Service Association Bulletin 8, no. 3 (September 2, 2014): 69–77. http://dx.doi.org/10.12737/5553.
Full textAbstract:
Service management is regarded by the author as a philosophy of management which dictates that
it be largely oriented at satisfying the specific needs of an individual customer through providing
a tailored value-effect service product, as well as at an organizational creation of tailored-productoffer opportunities and conditions and a linkage between the goals and benefits (profit) of the parties involved in the service-provision process (organizations, customers, other interest groups). The article deals with the issues of realization of service management principles by means of the currently much promoted and implemented HR tool as competence management. Practice demonstrates several different competence models, with the most widely employed in Russia being the 20-faceted model, it being highly adapted to the Russian specific environment. In the article, the author provides a thorough analysis of the model and proposes a 20-faceted-model-based manager competence approach, which is fully in compliance with the requirements of the new profession-knowledge- and personnel-qualification-driven quality economy. The approach as proposed by the author rests on a 24-competene model, with the competences divided into 6 groups: personal qualities; intrinsic motivation; management skills, decision-making skills; corporate knowledge management skills, interpersonal skills. The approach slows to assess and evaluate an organization’s management, as well as identify several its key levels: unacceptable for a manager, border-line case, developing management, expert management, master management.
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Okhotnykova, O. V. "Theoretical principles of formation of a meritocratic approach to selection of personnel in the system of public administration." Public administration aspects 6, no. 10 (November 29, 2018): 31–36. http://dx.doi.org/10.15421/151862.
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The article analyzed the approaches to the concept of «meritocracy». The article determined that the meritocratic principle in the selection of management personnel is revealed in the early selection of talented individuals who have managerial abilities, charisma, high level of intelligence, communication abilities, and are honest, responsible, unbiased with their own personal core. The author noted that the principle of meritocracy in the formation of a management elite is manifested in equal access to the system of public administration of all professionally trained persons with a high level of moral qualities that have been appropriately selected and have experience in management activities. The article analyzed the experience of forming a managerial staff in Singapore. The success of the Singaporean model of public administration is based on meritocratic principles, a strict bureaucratic hierarchy and administrative impartiality, and is based on four major strategies: Singapore’s comprehensive civil service reform; strong and effective anti-corruption measures; decentralization of the Civil Service Commission; payment of competitive wages to attract and retain the best personnel. The author identified the main stages of selection of management personnel in accordance with Ukrainian legislation. In our opinion, the meritocratic principle should be central to the formation of the national managerial elite through the prevailing system of qualifying tests, examinations on the basis of objective, impartial and comprehensive evaluation.
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Pavlov, A. F., and D. V. Gavrilov. "Production management system, personnel, labor protection and industrial safety self-organization principles." Bulletin of Research Center for Safety in Coal Industry (Industial Safety), no. 4-2017 (December 25, 2017): 52–59. http://dx.doi.org/10.26631/arc4-2017-52-59.
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HUMENIUK, Halina, Inna TKACHIVSKA, and Andriy HUMENIUK. "HUMAN RECOURSES MANAGEMENT OF TOURISM ENTERPRISES." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 3 (53) (October 4, 2020): 76–89. http://dx.doi.org/10.37128/2411-4413-2020-3-6.
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The article defines the current state of personnel management in a tourist enterprise. From the point of view of market economy in terms of personnel management, the tourism enterprise highlights the human factor as the property of the organization, as its own resource, which must be effectively used to achieve the main goals and expected results. The main problems in the implementation of personnel management at the tourist enterprise are identified. The basic principles of personnel management are studied, such as: systematicity ie the conceptual combination of all actions aimed at personnel; sense of purpose, ie certain processes of personnel management, which are focused on the full achievement of the goals of tourism enterprises; scientific, ie the role of tourism management entities is aimed at science-based methods in the implementation of personnel management; optimality, which consists in the absence of the leader's desire to obtain the needed results in any way and price; sequence of management processes; balance of responsibility and authority, it is used at all levels of the tourism enterprise; mutually agreed combination of collective and personal interests with the interests of the tourist enterprise, observance of ethical and moral norms, which is a background in the relationship between the staff and the tourist enterprise. Problems related to personnel management in tourist enterprises are revealed. The guarantee of effective and long-term personnel management is an updated, flexible and well-adapted to modern conditions organizational structure, which should focus on balancing staff behavior and providing appropriate assistance to employees of the tourist enterprise. A set of measures to improve the personnel management system at the tourist enterprise is proposed. The article highlights the main methods of personnel management in tourism enterprises of our state.
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Gurney, Ian, S. Horne, and C. Wright. "Changes in NHS Major Incident management and their relevance to the Defence Medical Services." BMJ Military Health 166, no. 2 (September 26, 2018): 84–88. http://dx.doi.org/10.1136/jramc-2018-000988.
Full textAbstract:
High-profile Major Incidents in the UK civilian setting in the last few years have appropriately raised awareness of the principles and frameworks involved in the design of reliable response systems. The introduction of the Joint Emergency Services Interoperability Principles in tandem with increased investment in Major Incident Planning has supported practitioners to successfully respond to high numbers of incidents.Defence Medical Services personnel are increasingly being asked to deploy to resource-limited 'contingency' settings where much of the established guidance relating to Major Incident response requires reconsideration and modification in the face of severely constrained space, manpower and equipment.This editorial seeks to review contemporary theories and principles of Major Incident response and discuss how military medical personnel may need to adapt these to address the various Major Incident challenges that they may face on operations.
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Et al., Phrakruwirojkanchanakhet. "Development of Educational Administration Innovation according to Buddhist Principles." Psychology and Education Journal 58, no. 1 (January 15, 2021): 3799–805. http://dx.doi.org/10.17762/pae.v58i1.1397.
Full textAbstract:
This academic article aimed to propose educational administration model according to Buddhist principles derived from the development of educational administration innovation according to Buddhist principles. Documentary study was used and data were analyzed by using content analysis based on the consistency of Buddhist principles related to educational administration consisted of 3 principles which are the principle of self-control, principle of possession of people, and principles of occupation. Results showed that Buddhism is a religion of wisdom and the practice of all doctrines, mention the truth according to the natural law that the students must use wisdom in study and practice at the same time. The Buddhist principles in Buddhism consist of moral and ethical principles, focusing on being up to the truth of the world and the present life. Innovation or a model for educational administration according to the Buddhist principles are applied in management, both in self-administration of the executives, personnel management, and administration in educational institutions. Therefore, educational administration model was developed based on the teachings of the Lord Buddha that was being applied the management and operation for maximum benefit which composed of 2 important principles, namely 1) Four sublime states of mind (Brahma Viharn IV), and 2) Ten virtues of the King (Tasaphithrajadhamma X). These two important principles are applied for educational administration in Thai educational institutes.
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Ширинкина, Елена, and Elena Shirinkina. "Management of Human Capital in the Digital Economy." Management of the Personnel and Intellectual Resources in Russia 7, no. 2 (June 13, 2018): 18–22. http://dx.doi.org/10.12737/article_5afec8d3060527.46905659.
Full textAbstract:
The relevance of the study is due to the fact that the modern information society is characterized by a trend towards universal digitalization. This trend is typical for all major social institutions and spheres of life. To maintain global competitiveness in the conditions of total digitalization, it is necessary to develop new principles in the management of human capital, since for the domestic industry it is necessary to increase the qualitative personnel that can lead the country to a new level of development, where one of the priority directions is artificial intelligence, which is one of the topical areas of research on the problem of consciousness. In this connection, the article highlights the principles of human capital management in the digital economy. A comparative analysis of the principles of the traditional approach to the management and management of human capital in the digital economy is conducted. It is justified that a revision of the competence approach of training personnel in higher education institutions is necessary, since the state, the higher education system and the business community must form a single professional and qualification space in the conditions of digitalization.
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Бакланов, П., and P. Baklanov. "PROFESSIONAL IDENTITY OF PERSONNEL MANAGEMENT SPECIALISTS: MEASUREMENT OF ASSOCIATIONS (SOCIOLOGICAL ANALYSIS)." Management of the Personnel and Intellectual Resources in Russia 6, no. 5 (November 21, 2017): 52–56. http://dx.doi.org/10.12737/article_5a04631fbacf69.48852689.
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The article presents the results of the comprehensive sociological research devoted to branding and brand management of professional development obtained during the assessment (2015) of the procedure to measure individual andgroup imagery and symbolic concepts regarding personnel management (asanoccupation) via visual mediators. The research is basically devoted totheanalysis of geometric shapes images (traces) chosen by respondents (1,083persons) as those which they most clearly associate with personnel management. On the ground of psychogeometry interpretations of visual mediatorsbasic principles of personnel management in diff erent enterprises are defi ned, particularities of specifi c HR policies and procedures implementation in the public sector and commercial bodies are denoted. The conclusion and summary provide an insight into the role and signifi cance of factors and conditions which infl uence personnel management specialists’ professional identity formation, professional identity impact on national workforce capacity.
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Klipkova, O., N. Kozmuk, and O. Tsebenko. "OPTIMIZATION OF THE PERSONNEL MANAGEMENT MECHANISM IN REGARD TO THE THEORY OF GENERATIONS." Financial and credit activity: problems of theory and practice 3, no. 38 (June 30, 2021): 509–21. http://dx.doi.org/10.18371/fcaptp.v3i38.237483.
Full textAbstract:
Abstract. The materials of the article focus on offering an aggregate approach to personnel management since it is the most important factor in ensuring the success of business structures. The aim of the study is to form a structural model of personnel management based on the application of the three-dimensional approach «employee — enterprise — external conditions», the theory of generations and the vector system of aspects of ethical issues in business. The study revealed a causal relationship between the behavioral characteristics of the generation and the tools of personnel management, in terms of a particular market situation, the stage of the business cycle and the level of perception of the postulates of the enterprise corporate structure. A network model of the ratio of employee and means of production based on the implementation of foreign methods of personnel management was patterned and a vector system of aspects of ethical issues in business was suggested thus ensuring the implementation of the principles of ethical behavior and universal morality.
The method of economic experiment (to form a three-dimensional model of personnel management system), the method of scientific abstraction (to determine the main factors of model formation), and the method of dialectics (to determine the vectors of ethical problems in business), the method of comparison (to study the foreign experience in personnel management), the method of analysis and synthesis (to form the foundations of a new paradigm of personnel management based on the theory of generations), graphic method (to create network and vector systems) and statistical method (to identify countries determined by advanced results of progressive human-oriented management techniques) were used in the article.
The outcome of the research is the creation of a structural generalized model of personnel management, which will ensure high efficiency of management methods in changing environmental conditions based on a personal approach to the employee as the representative of a certain generation. Further research will be related to the specification of each point of the three-dimensional model in a definite coordinate system, in order to use a certain theory of leadership and the principles of teamwork so to effectively manage the personnel of the enterprise.
Keywords: enterprise personnel, generation theory, personnel management tools, corporate culture.
JEL Classification M12
Formulas: 0; fig.: 4; tabl.: 3; bibl.: 22.
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Миргеева and V. Mirgeeva. "ETHICAL PROBLEMS OF MODERN BUSINESS AND PERSONNEL MANAGEMENT." Management of the Personnel and Intellectual Resources in Russia 2, no. 6 (December 16, 2013): 54–57. http://dx.doi.org/10.12737/2407.
Full textAbstract:
The fear expresses, that norms of morals and morals in modern cjnditions
of the Russian society as a whole? And the business world in particular,
are strongly dim. The concept “intelligence” not in a fashion and its disappearance
looks today as natural process. The question on necessity of
increase of business culture of the manager – manager rises, lack or which
absence sooner or later will be wrapped up by economic losses, and
further – crisis.
Difficult to consider an ethics role in the sphere of the economic relations
because of their nature based on utilitarian interest which absence
inevitably results in stagnation, degradation of economy and as a result
to fall of a standard of living of the population. Economy operate not
only economic laws. It is impossible to ignore a human factor that means
impossibility of an exception of freedom of a moral choice from economic
processes. Therefore, the moral principles too are economic
factor since rules of the free market are based that people adhere to
the general moral and ethical reference points in the course of labor
activity.
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I., Trunina, Serbin R., and Andriienko M. "FEATURES OF PERSONNEL MANAGEMENT IN THE MEDICAL SECTOR." Scientific Bulletin of Kherson State University. Series Economic Sciences, no. 43 (October 22, 2021): 51–56. http://dx.doi.org/10.32999/ksu2307-8030/2021-43-8.
Full textAbstract:
For today effective personnel management is the key to the successful functioning of any organization. Particular attention should be paid to non-productive areas – the medical sector. The personnel management system in this case is imperfect, because there are inefficient management tools, and human capital is not of high importance, so the question arises to study the features of effective human resource management. The article considers the components of personnel management of medical institutions, examines the problems faced by the institution during hiring a new employee and its further adaptation. Also analyzed the situation with medical staff in recent years and substantiated to choose European vector of development, namely the introduction of a system of lifelong learning and mentoring as ways to overcome negative factors. The concept of lifelong learning solves the problem of shortage of qualified specialists and includes the relationship between continuing education, training, acquiring new skills and abilities and later life. The basic principles of lifelong learning are: the relationship of physical, moral, intellectual aspects of human development at certain stages of life, the perception of the education system as a holistic and comprehensive, uniting and integrating all its levels and forms; the presence of certain stages of education, as well as various social roles played by the individual at certain stages of life; inclusion of informal and non-institutional forms of education in the education system. Mentoring as a way of organizational activity is aimed at adapting to corporate culture, accelerates the process of learning the basic skills of the profession, develops the ability to independently perform functions in a particular position. Therefore, the implementation of mentoring in a medical institution has been proven to be effective. Mentoring programs are appropriate for implementation in medical institutions, as they promote better adaptation of new em-ployees or interns, faster learning and meet the principles of the concept of lifelong learning, which is especially important for health professionals.Keywords: personnel management, medical sector, life learning, human resources, mentoring. На сьогоднішній день ефективне управління персоналом є запорукою успішного функціонування будь-якої організації. Особливу увагу слід приділити невиробничим сферам, а саме – медичній галузі. Система управління персоналом у даному випадку є недосконалою, оскільки наявні неефективні інструменти керування, а людський капітал не має високого значення, тому постає питання вивчення особливостей ефективного керування людськими ресурсами. У статті розглянуто складові управління персоналом медичних закладів, вивчено проблеми, з якими стикається заклад при прийомі на посаду нового співробітника та його подальшій адаптації. Проаналізовано ситуацію з медичними кадрами за останні роки та обґрунтовано доцільність обрати європейський вектор розвитку, а саме впровадження системи навчання протягом життя та менторства як способів подолання негативних факторів.Ключові слова: управління персоналом, медична галузь, life learning, людські ресурси, менторство.
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Browne, Lois H., and Peter H. Graham. "Good intentions and ICH-GCP: Trial conduct training needs to go beyond the ICH-GCP document and include the intention-to-treat principle." Clinical Trials 11, no. 6 (July 14, 2014): 629–34. http://dx.doi.org/10.1177/1740774514542620.
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Background: It is assumed investigators and statisticians fully understand the importance of avoiding missing outcomes and the intention-to-treat principle during design and analysis phases of a randomised controlled trial in order to obtain the most valuable and reliable results. However, many personnel undertaking day-to-day trial conduct and data collection commonly rely exclusively for guidance on the widely implemented, indeed regulated, International Conference on Harmonisation–Good Clinical Practice document as the guideline and standard for trial conduct. Purpose: This article describes adverse consequences of omission of intention-to-treat principles from training for trial personnel and explores the need for training in addition to the International Conference on Harmonisation–Good Clinical Practice guideline document. Methods: Data from the Breast Boost Study were used to illustrate a comparison of actual results, where vigilant senior investigators re-enforced intention-to-treat requirements throughout all aspects of trial conduct with results that could easily have occurred if study personnel did not understand the importance of intention-to-treat principles. Experience as a co-ordinating centre for an international trial (Trans-Tasman Radiation Oncology Group 08.06 Breast STARS) acted as an audit of data-management culture regarding intention-to-treat in Australia and New Zealand. Results: Despite the Breast Boost Study exceeding planned accrual, it was demonstrated that the study, which found a statistically significant result, could have reported a negative or inconclusive result under the scenario of trial conduct personnel having lack of understanding of the importance of avoiding losses to follow-up. Trans-Tasman Radiation Oncology 08.06 co-ordination experience verified that data-management culture in Australia and New Zealand does not adequately recognise intention-to-treat principles, and this is reflected in trial conduct. Limitations: Trial data described are limited to two trials and in the Australian and New Zealand setting. Conclusion: To be both scientifically and ethically valid, guidelines for trial conduct should include and stress the importance of the intention-to-treat principle and in particular avoiding missing outcomes. Our discussion highlights the vitally important role played by personnel involved in day-to-day trial conduct. Inclusion of scientific principles in guideline documents and/or training which goes beyond International Conference on Harmonisation–Good Clinical Practice to include intention-to-treat is essential to achieve robust research results. Related aspects of randomised trial consent and ethics are discussed.
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Tret'yakova, L., and Natalia Azarova. "MANAGEMENT OF INTANGIBLE INCENTIVES FOR LABOR IN EDUCATIONAL ORGANIZATIONS." Actual directions of scientific researches of the XXI century: theory and practice 9, no. 1 (February 2, 2021): 119–30. http://dx.doi.org/10.34220/2308-8877-2021-9-1-119-130.
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The article is devoted to the study of the management system of intangible incentives used for the personnel of organizations. The authors defined groups of the main tools of intangible motivation of personnel including working conditions, tools of social support, elements of corporate culture and tools of stimulation of self-realization opportunities; revealed the main principles of the system of intangible motivation of personnel representing a cycle including the following managerial stages: planning, design of methods, techniques and measures of intangible motivation of personnel; plan implementation; coordinated actions, monitor The system of intangible motivation tools application is formed and on its basis the complex evaluation of intangible motivation system of personnel in Belgorod higher educational institutions is performed and the most effective methods of personnel motivation in higher educational institutions of Belgorod region are revealed, the satisfaction of respondents with the system of intangible motivation of personnel is revealed. Further, the authors offered the project to improve intangible motivation of personnel, including forms, methods, recommendations for implementing methods of intangible motivation on the example of educational organizations of Belgorod. It was revealed that it is possible to form a parametric system, including the goal and the way of achieving the goal, requirements for the result and the project result, as well as the final users of the project result, aimed at developing a system of intangible motivation of personnel of educational organizations, which will allow to carry out activities that contribute to the implementation of the required effect in the socio-economic sphere.
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Кудайберген and Pirimkul Kudaybergen. "The Main Priorities for the HR Management Stages in Germany. Agency of Labor (Arbeitsamt) As an Operator." Management of the Personnel and Intellectual Resources in Russia 5, no. 2 (April 18, 2016): 10–19. http://dx.doi.org/10.12737/19606.
Full textAbstract:
The article highlights the social priorities, personnel management principles in Germany, which are based on the famous German «Ordnung» (step by step), the postulate of individualism. It is noted that the «Iron Chancellor» Bismarck developed the principles of social protection of the German personnel. These principles formed the basis of the German social market economy: providing working conditions, promotion of awareness and independence, encouraging responsibility. The article presents basic palette of social and fi nancial assistance to needy staff , which are provided through centers of employment and work of the Agency. The peculiarities of personnel management are indicating in the conditions of uncontrolled aggressive invasion of refugees in Germany. Gateways are opened for them «without limit» Chancellor Angela Merkel, acting only in the interests of the USA. This led to mass protests, similar to a civil war throughout the country. This article argues that in these circumstances, Germany needs a new Bismarck, who would once again strengthened Germany, with the support of Russia, as it was in the past. Russia could again become a partner of Germany, especially in the process of human resource management in the prevailing critical conditions, based on its invaluable experience in multinational and multi-confessional Russia.