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COURSE WORK

ON ENTERPRISE ECONOMICS

"increasing the efficiency of use

Labor resources at the enterprise"

Supervisor

Coursework Coursework

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''____''_________________2006 ''____''_________________2006

ABSTRACT

Explanatory note 52 pages, 2 figures, 5 tables, 7 sources, 30 formulas.

Personnel, Labor resources, profession, specialty, qualification, industrial and production personnel, payroll, wages, wage structure, forms and systems of wages, fund wages, labor incentives, personnel policy, personnel management, labor productivity.

The purpose of this course work is to research and improve the use labor resources at the enterprise.

As a result of the analysis, a measure was proposed to put new equipment into operation.

As a result of the implementation of the measure, coal production will increase, the working conditions of workers will improve, the average monthly wage of the enterprise's employees will increase, which in turn will increase the interest of workers in work, and their labor productivity will increase.

use of labor resources 30

Labor force, as interpreted in economics courses, is the totality of a person’s physical and mental abilities, his ability to work. In market conditions, the “ability to work” makes labor a commodity. But this is no ordinary product. Its difference from other goods is that, firstly, it creates value more than it costs itself, secondly, without its involvement it is impossible to carry out any production, thirdly, the degree (efficiency) of the use of basic and working production assets.

The concept of efficiency is a complex of factors and criteria rational organization labor: conscientious work of workers; productive work, which ensures a high level of productivity not only depending on a combination of factors, but also on the desire of workers; efficient use working hours; favorable working conditions for employees; establishing the correct relationship between the results of labor and its payment; stimulation of high-quality work with minimal expenditure of resources and financial responsibility for low-quality work.

Therefore, it is possible to achieve high production and economic results of the enterprise by achieving high efficiency in the use of the enterprise’s labor resources.

One of the important factors influencing the efficiency of the use of labor resources in an enterprise is working conditions and remuneration, which should be simple, accessible and understandable. It is the working conditions and wages, and often only this, that is the reason that brings the worker to his workplace. Wages have a motivational effect: money forces a person to work, and their quantity stimulates labor activity and increases labor productivity.

The purpose of this course work is to study and improve the use of labor resources in the enterprise, analyze the current system and forms of remuneration. Taking into account the research results, develop measures to improve the efficiency of using the enterprise’s labor resources.

To achieve this goal, the following tasks must be completed.

First, it is necessary to determine the essence of labor resources and industrial production personnel.

Secondly, consider modern systems remuneration, determine the basic principles of organizing wages and study the system of organizing wages at the enterprise, analyze labor productivity, wage fund and wages at the enterprise.

Thirdly, develop specific measures that could increase the enterprise’s labor resources and employees’ satisfaction with their wages.

The object of the study is to increase the efficiency of using labor resources in an enterprise.

The subject of the study is to increase the use of labor resources in the branch of OJSC "Southern Kuzbass" - "Sibirginskaya Mine".

The production of each country and each industry depends on a number of factors. Such factors are personnel, labor and wages.

Labor is a purposeful human activity. The enterprise uses the labor of people of various professions

Personnel are the most valuable and important part of the productive forces of society. In general, production efficiency depends on the qualifications of workers, their placement and use, which affects the volume and growth rate of products produced and the use of material and technical means /1/.

That is, the use of an enterprise’s labor resources is directly related to changes in labor productivity. The growth of this indicator is the most important condition for the development of the country's productive forces and the main source of growth in national income.

Labor resources are a part of the population of both sexes, which, due to psychophysiological and intellectual qualities, is capable of producing material goods and services and being in social and labor relations with a certain enterprise /5, p. 101/.

A sufficient supply of enterprises with the necessary labor resources, their rational use, and a high level of labor productivity are of great importance for increasing production volumes and increasing production efficiency.

In particular, the volume and timeliness of all work, the efficiency of using equipment, machines, mechanisms, and as a result - the volume of production, its cost, profit and a number of other economic indicators depend on the enterprise's supply of labor resources and the efficiency of their use.

Age limits and the socio-demographic composition of the labor force are determined by a system of legislative acts.

Labor resources include:

1) the population of working age, with the exception of war and labor invalids of groups I and II and non-working persons receiving pensions on preferential terms;

2) working persons of retirement age;

3) working teenagers under 16 years of age.

According to Russian law, teenagers under 16 years of age are hired when they reach 15 years of age in exceptional cases. It is also allowed, in order to prepare young people for work, to employ students secondary schools, vocational-technical and secondary specialized educational institutions upon reaching the age of 14 with the consent of one of the parents or a person replacing him, subject to the provision of light labor. Does not cause harm to health and does not interfere with the learning process.

The enterprise's labor resources are distributed according to professions, specialties and qualifications.

A profession is a special type of work activity that requires certain theoretical knowledge and practical skills.

Specialty is a type professional activity, which has specific features and requires additional knowledge and skills from employees (economists: planners, marketers, financiers, and so on).

Qualification is the degree to which an employee has mastered a particular profession or specialty.

All workers at the enterprise are divided into two groups: industrial production personnel (employed in production activities) and personnel of non-industrial divisions (workers employed in housing, utilities and subsidiary farms, health centers, dispensaries, educational institutions) /5, p. 101/.

Industrial production personnel (IPP) are employees of main and auxiliary workshops, plant management staff, laboratories, research and development departments, and computer centers engaged in production activities and production services /5, p. 101/.

Industrial production personnel include the following three categories of enterprise personnel: employees, workers and students.

Employees include managers (for example, of enterprises and workshops), specialists and technical workers.

Managers are employees who perform management functions. These include the director, chiefs, managers, chairmen, foremen, chief specialists (chief accountant, Chief Engineer and others) and their deputies.

Specialists are hired workers engaged in engineering, technical, economic and other work. These include administrators, accountants, dispatchers, engineers, inspectors, mathematicians, standard setters, sociologists, marketers and others.

Technical performers are hired workers who carry out the preparation and execution of documentation, accounting and control, and economic services. These include agents, clerks, statisticians, stenographers and others.

Workers are workers directly involved in creating products or ensuring the normal course of production.

Depending on their participation in production, workers are divided into main, auxiliary and service workers (junior service personnel) /5, p. 102/.

Basic workers are hired workers who directly create the commercial (gross) output of the enterprise and are engaged in the implementation of technological processes, that is, changing the shape, size, position, condition, structure, physical, chemical and other properties of objects of labor.

Auxiliary workers are hired workers engaged in servicing equipment and workplaces in production shops, as well as all workers in auxiliary shops and farms. They can be divided into functional groups: transport and loading, control, repair, instrumental, utility, warehouse and so on.

Service workers or junior service personnel (LSP) are hired workers who occupy care positions. office premises(for example, janitors and cleaners), as well as for servicing workers and employees (for example, couriers and delivery boys).

In the practice of personnel accounting, a distinction is made between payroll, medium-term and attendance numbers of personnel.

The list of employees of an enterprise is employees hired for permanent and temporary work related to the main and non-core activities, for a period of one day or more.

The roster includes:

Actually working;

Those who are idle and absent for any reason (for example, business trips) and annual additional vacations who did not appear with the permission of the administration;

Involved in agricultural work;

Those who did not show up due to illness;

Performing state and public duties;

Vocational school students who are on the balance sheet of the enterprise;

Homeworkers;

Working part-time or weekly;

Those on maternity leave;

Those on unpaid additional parental leave.

Average headcount employees of the enterprise (SSH) - the number of employees on the payroll as of a certain date, taking into account the employees hired and retired for that day, calculated by the formula

the sum of the number of employees on the payroll

composition for each calendar day of the month, including

holidays and weekends (1)

SSCH = number of working days of the month

Attendance is the number of employees on the payroll who actually show up for work during the day.

The difference between the attendance and payroll number of labor resources characterizes the number of full-day downtime (vacation, illness, business trips, and so on).

Ratio various categories employees of the entire total number characterizes the structure of the labor resources of the enterprise and its divisions.

The structure of an enterprise's labor resources can also be determined by such characteristics as age, gender, level of education, work experience, qualifications, degree of compliance with standards, and more. The structure changes all the time: one employee leaves, others are hired, their qualifications improve, and so on.

To analyze (reflect) changes in the number and composition of labor resources, various indicators are used.

Personnel turnover is the ratio of the number of all those who left (dismissal turnover) or newly hired (reception turnover) for a certain period of time to the average number of employees for the same period

Personnel turnover is the ratio of the number of people dismissed by employee, expressed as a percentage. at will employees for a period of time to the average number for the same period /5, 102-104/.

Ks.k. = 1 – Р УВ /Р+Р П, (2)

where R UV is the number of employees who left the enterprise of their own free will due to violation of labor discipline during the reporting period, people;

P – average number of employees at this enterprise in the period preceding the reporting period, people;

R P – number of newly hired employees during the reporting period, people.

Number of core workers Co.r. determined by the formula

Co.r. = 1 – R V.R. / R R, (3)

where R V.R. – average number of auxiliary workers at the enterprise, in workshops, on site, people;

Р Р – average number of all workers at the enterprise, in workshops, at sites, people.

Along with the quantitative assessment, a qualitative assessment of labor potential can be given according to the degree of its compliance with the nature and level of the tasks being solved by the subject of management. The amount of deviation from the ideal state (D), taken as 100%, can be determined as follows

where R – available labor resources, people;

N – labor resources required to solve these problems, people.

In a market economy, wages express the main and immediate interest employees and employers, as well as the state, which is interested in the process of population reproduction (labor resources). Finding a mutually beneficial mechanism for implementing and respecting the interests of the specified tripartite partnership (tripartism) is one of the main conditions for the development, in particular, of production and, in general, of the organization’s economy /6, p. 114/.

Wages - a set of remunerations in cash and/or in kind received by employees for work actually performed, as well as for the periods included in work time/1, p. 242/.

Wage planning should ensure: an increase in the volume of products (services, works), an increase in production efficiency and its competitiveness; improving the material well-being of workers.

There are monetary (nominal) and real wages. Nominal wages are expressed by the number of monetary units received by the employee. Real wages are characterized by the consumption power of the national currency. The comparison is carried out through the so-called consumer basket, which represents a certain set of food products, services and consumer goods per person of working age.

Real wages depend on nominal wages and the prices of purchased goods and services. The percentage change in real wages can be determined by subtracting the percentage change in the price level from the percentage change in nominal wages /4, p. 86/.

There are four main functions of wages:

1) reproductive, which consists in ensuring the possibility of reproduction work force;

2) stimulating (motivational), aimed at increasing interest in the development of production;

3) social, promoting the implementation of the principle of social justice;

4) accounting and production, characterizing the degree of participation of living labor in the process of formation of the price of a product, its share in the total costs of production.

To achieve high final results, it is advisable to build wages for managers, specialists, and workers in a market economy on certain principles of wage organization, that is, objective, scientifically based provisions that reflect the operation of economic laws and are aimed at a more complete implementation of wage functions.

Enterprises are guided by the following principles for organizing wages.

Firstly, the main criterion for differentiation of wages across enterprises should be the final result of their work. Wages should be increased only in proportion to the growth of the final results of the team’s work.

Secondly, it is necessary to ensure faster growth in labor productivity compared to wage growth, since this is an indispensable condition for the normal development of production and productive forces.

Thirdly, it is advisable to combine individual and collective interest and responsibility in the results of work.

Fourthly, the remuneration mechanism should stimulate the improvement of workers' qualifications and take into account working conditions.

Fifthly, remuneration systems should be simple and understandable to all employees /1, p. 250/.

The factors on which the stimulating role of wages depends can be divided into internal and external.

The internal ones include the organization of wages - building and ensuring the relationship between the quantity and quality of labor and the amount of its payment, as well as the totality constituent elements(rationing, tariff system, bonuses, surcharges and allowances).

From external factors we can highlight, for example, the transformation of the management system, organizational structures of production, legal framework and business standards, matching supply and demand for goods and services, eliminating postscripts, bribes, other types of unearned income, and so on.

The structure of remuneration shows which components are included in the wages of an employee, in which items of cost and profit they are reflected, what is the share of a specific element in the total amount of material remuneration /5, p. 115/.

In general, the wage structure is presented in Figure 1.

Figure 1 – Salary structure for an employee

Figure 1 shows that an employee’s remuneration is paid at the expense of cost and profit, and also consists of basic and additional wages, bonuses, rewards for the final result and material assistance.

The basic salary is payment for time worked, it includes: wages at piece rates, tariff rates, salaries (direct wages); surcharges and surcharges to tariff rates for professional excellence, combination of professions and positions; compensation payments related to working hours and working conditions, and so on.

Additional wages are payments for time not worked and include the following types of material remuneration: annual and additional holidays; preferential hours for teenagers; downtime is not the fault of workers; forced absences and more.

Rewards for the final result are paid from the wage fund for achieving certain results of the organization and its structural divisions. Such remunerations include: an increase in the volume of marketable products (works, services); growth in labor productivity (output); improving the quality of products (works, services) and other types of results achieved.

The bonus for main results stimulates the achievement of the final results of the organization, structural unit, and is paid from the profit of the organization.

Material assistance is paid from the material incentive fund at the expense of profits and is aimed at ensuring social guarantees and benefits for employees at the expense of the organization, that is, compensation payments in emergency or extreme situations: the death of an employee of the organization or his close relatives; wedding of an employee of the organization or his close relative; for the purchase of medicines or paid treatment for an employee of an organization, and so on /5, p. 116/.

Forms and systems of remuneration are designed to ensure that wages take into account the quantitative and qualitative results of labor, to create among workers a material interest in improving the immediate results of their work and the overall results of the enterprise (organization).

The form of wages refers to the method of calculating an employee's wages.

Forms and systems of remuneration differ in the procedure for calculating wages depending on its effectiveness.

There is a tariff system of remuneration, which is a set of regulatory materials regulating the level of basic wages depending on qualifications, working conditions, the position of the employee, and the size of the enterprise. It is a tool with which most principles of wage organization are practically taken into account. The tariff system is developed by government authorities and is recommended for use in enterprises. Business entities independently decide on full or partial use of recommendations. The state sets the minimum subsistence level, below which wages cannot fall.

The tariff system includes: tariff rate (hourly or monthly); tariff coefficients by category (tariff schedule); tariff and qualification reference books; regional coefficients; surcharges and allowances to tariff rates.

The tariff schedule is an element of the system that regulates the differentiation of tariff rates for workers, and in the conditions of application of the Unified Tariff Schedule (UTS) also for managers, specialists and employees, depending on the complexity of the work. It is a set of categories and tariff coefficients that show differences in the complexity of labor and qualifications of workers /5, p. 121/.

Rank is an indicator of the complexity of the work performed and the worker’s skill level.

The tariff coefficient shows how much tariff rate of this category is higher than the tariff rate of the first or previous category.

The assignment of work performed by workers to pay categories (tariffication of work) and the assignment of qualified categories to workers (tariffication of workers) is carried out on the basis of the Unified Tariff and Qualification Directory of Work and Professions of Workers (UTKS). ETKS includes general provisions and tariff and qualification characteristics, combined by type of production into more than 70 issues, including about 160 categories.

One of the main elements of the tariff system is the tariff-qualification reference book - this is regulations, in which types of work are divided into groups depending on their complexity. Tariff and qualification reference books are developed by the Central Bureau of Labor Standards and approved by the Russian Ministry of Labor.

The main elements of the tariff system include regional coefficients for wages - the amount of increase in wages for workers in a certain region in order to compensate for differences in the cost of living due to natural and climatic conditions of work and living, as well as differences in prices for goods and tariffs for services (in comparison with the most favorable from this point of view, as a rule, the central regions of the country).

Depending on the degree of discomfort, assessed by natural-climatic, economic-geographical, socio-psychological conditions and the risk factor of residence, 5 zones with coefficients are distinguished: Zone I - 1.8-2.0; Zone II – 1.6-1.8; III – 1.4-1.6; IV zone – 1.15-1.4; Vzone - comfortable – 1.0 /4, pp. 92/.

The remuneration systems operating in Russia and other countries with market economies, as one of the elements, provide for the payment of additional payments and allowances to the basic (tariff) salary. Additional payments and allowances are usually divided into compensatory and incentive.

Compensation payments are designed to provide compensation for potential losses of employees due to reasons beyond their control.

Incentive payments are intended to create incentives to work in a particular area, as well as to achieve higher productivity.

Allowances are intended to serve as compensation or incentive in connection with the relatively constant factors of labor and production, the relatively stable characteristics of the professional qualification level and business qualities workers.

Additional payments are intended to compensate for the impact on the employee of variable factors of labor organization and production, as well as to stimulate high, especially above-norm, achievements in work /4, p. 96/.

There are two forms of remuneration: time-based and piece-rate.

The time-based form of remuneration assumes that the amount of wages is determined on the basis of the time actually worked and the established tariff rate (salary).

Time-based payment can be simple or time-based bonus, in which, in addition to earnings at the tariff rate (salary) for the time actually worked, a bonus is paid for meeting and exceeding certain performance indicators.

A simple time-based wage system based on the method of calculating earnings can be hourly, daily and monthly.

For hourly wages, wages are calculated by multiplying the hourly tariff rate of an employee of the corresponding category by the number of hours worked by him, for daily wages - by multiplying the daily tariff rate by the number of days (shifts) actually worked by him. With monthly payment, a fixed monthly salary is established, which is paid to the worker in full regardless of the number of calendar days in the month. A simple time-based wage system interests the employee in improving his skills, and therefore tariff category, in maintaining labor discipline /5, p. 119/.

To calculate time-based simple wages (ZP W), the formula is used

, (5)

where ZPp is the performer’s time-based wage, rub.;

St – tariff rate (hourly, daily) of the performer of the corresponding category, rub.;

Tf – actually worked time of the performer, hour (days).

The time-based bonus system of remuneration is based on actual time worked and the quality of manufactured products or work performed. This system interests the employee in improving the quality of products or work performed. Its application requires the establishment of quantitative or qualitative performance indicators; organizing reliable recording of indicators; developing regulations on bonuses and justifying the amounts of bonuses and deductions. Wages in the time-bonus (ZP PP) wage system are determined by the formula

, (6)

where ZPpp is time-bonus wage, rub.;

m – hourly tariff rate, rub.;

T – actual time worked, hour (days);

Kp – bonus amount for each percentage of overfulfillment established indicators and bonus conditions;

Piecework form - wages are accrued to the employee based on the quantity of products actually produced or the time spent on their production. The piecework form can be simple piecework, premium piecework, progressive piecework, indirect chord piecework /1, p. 255/.

Piecework simple (direct) wages are calculated using the formula

, (7)

where ZPs is piece-rate simple wages, rub.;

P – price, rub.;

A price is a tariff wage for a product, operation or work, which is calculated using the formula

where P – price, rub.;

Tch – hourly tariff rate;

NV – production rate per 1 hour, pcs.;

Tn – standard time, hour.

Piece-bonus wages are calculated using the formula

where ZPsp is piecework-bonus wage, rub.;

P – price, rub.;

VP – number of manufactured products, pcs.;

Kp – bonus amount.

The indirect piece-rate wage system is applied to categories of employees who have a significant impact on the productivity of the main workers they serve. According to this system, the wages of a service worker (adjuster, assistant foreman, crane operator) are calculated not according to his output, but according to the output of the main workers he serves. The total earnings of these workers are calculated in two ways: by multiplying the rates of auxiliary work by the average percentage of fulfillment of the norms of the piece workers they serve, or by multiplying the indirect piece rate by the actual output of the site or team /5, p. 132/.

The price is determined by the formula

where Rk.s. – differentiated indirect piece rate for a given service object per unit of work performed by the main workers, rub.;

Nobs – the number of objects (workers, teams) served according to the established norm by auxiliary workers;

Op – production volume (or production rate) for a given service object, pcs.

The total earnings (Zs.k.) of an auxiliary worker, whose work is paid according to an indirect piece-rate system, can be determined using the formula

The lump sum wage system is used for certain groups of workers in order to increase their interest in increasing labor productivity and reducing the time required to complete work. The amount of wages calculated according to the lump-sum system is calculated on the basis of norms and prices. The price is set for a predetermined set of works. The chord system supports collectivism in the brigade /5, p. 133/.

When paying piecework wages between team members, it is most convenient to calculate wages using the earnings factor or the labor participation coefficient (LPC).

The labor participation coefficient is a generalized quantitative assessment of the real contribution of each employee to the results of collective work, depending on individual productivity and quality of work. There are basic KTU and actual KTU.

KTU basic - a constant coefficient that is established for each member of the team and shows what share of the distributed earnings this or that team member initially claims. The basic KTU is most often taken equal to 1.

KTU - the actual one is obtained after adjusting the base KTU upward or downward based on the results of actual work for a certain period of time. The actual KTU is defined as the base KTU plus or minus an adjustment depending on increasing and decreasing factors.

The procedure for determining and applying the CTU is established for the brigade in accordance with the current regulations at the enterprise, approved by the head of the enterprise in agreement with the trade union /5 p. 135/.

In recent years, enterprises and organizations have often followed the path of searching for non-traditional methods in organizing remuneration - the use of tariff-free models.

Tariff-free wage systems have the following features:

A close connection between the employee’s level of remuneration and the wage fund, accrued based on collective work results;

Assigning constant coefficients to each employee that comprehensively characterize him qualification level and determining mainly his labor contribution to the overall results based on data on the previous labor activity of the employee or group of employees;

Assigning to each employee coefficients of labor participation in current performance results, complementing his qualification level /5, p. 136/.

The formula for calculating the individual wages (wage i) of each employee can be presented in the following form:

where payroll k is the wage fund of the collective (shop, section, team), subject to distribution among employees, rubles;

KKU i – qualification level coefficient assigned to the i-th employee by the labor collective at the time of introduction of the non-tariff payment system (in points, fractions of a unit);

KTU i – coefficient of labor participation in current performance results assigned to the i-th employee by the work collective for the period for which payment is made;

B i – the amount of working time worked by the i-th employee;

n is the number of employees participating in the distribution of payroll.

When determining the qualifying participation coefficient (QPR i), two approaches are possible.

The first approach is based on the fact that the actual level of qualifications of an employee most fully reflects not the rank assigned to him, but the actual salary received, that is, the CCU is calculated using the formula

where salary i is the average salary of the i-th employee for a sufficiently long time in the previous period;

ZP min – the average salary of the employee with the lowest level of payment in the same period.

The second approach is based on the proposition that CCU i is objectively determined by a set of indicators such as the complexity of the work, the actual working conditions in the workplace, shifts, labor intensity, and the professional skill of the employee. The formula for calculating CCC i is as follows

where KSR is the coefficient of complexity of work determined by dividing the monthly tariff rates for all categories by the tariff rate of the 1st category;

KUT – coefficient of working conditions is determined by experts or the value of a differentiated premium for working conditions;

KSM - labor shift coefficient is calculated as the ratio of the amount of additional payments for work in two or three shifts and the base value of the tariff rate of the 1st category;

KIT - labor intensity coefficient is set within the actual amounts of additional payments for combining professions and expanding service areas (30 - 50% of the tariff rate);

KPM - the coefficient of professional skill increases the coefficient of the employee’s qualification level by 15 - 40%, based on the average actual additional payments for professional skill;

j – characteristic belonging to the workplace;

ij – the characteristic belongs to the employee working at this workplace.

At a number of enterprises Russian Federation and the CIS, the non-tariff model of organizing wages based on a “bracket” of wage ratios of different quality has proven itself to be positive. One of the main features of this model is that the ratios in the remuneration of various categories of workers are established depending on their qualifications, actual labor contribution to the final result, and the results of the enterprise /5, p. 137/.

The salary of each employee at enterprises using this payment system is determined by the formula

, (15)

where ZP is the salary of the i-th employee;

K i – coefficient showing how many times the wage of the i-th employee is higher than the minimum;

– the sum of K i values ​​for all employees of the enterprise;

Payroll – wage fund (the amount of funds allocated for wages).

The wage fund (WF) is the amount cash payments at tariff rates, piece rates, salaries, bonus provisions (without incentive payments from profits) with all types of additional payments and allowances.

The level of the wage fund largely determines the income of the enterprise's employees, production costs, prices, and contributions to social needs. A distinction is made between planned and actual wages.

The planned wage fund includes only those payments that correspond to the normal organization of production and labor

The actual wage fund includes payment for forced all-day downtime, additional payments for deviations from the working conditions provided for by technology, overtime, intra-shift breaks in work, payment for defects through no fault of the worker.

Payroll planning is preceded by an in-depth analysis of the structure and dynamics of the actual staff payroll for the previous period.

There are four main ways to plan the payroll of an enterprise’s employees:

Standard - according to the level of wages;

Standard - based on wage growth;

Standard - based on average wages;

Specified - for basic and additional wages.

Since in a market economy it is very difficult to accurately plan sales volume for the coming year, since it depends on market conditions, planned economic indicators have a certain degree of approximation. The normative method is an enlarged planning method that allows you to determine with a sufficient degree of accuracy the planned wage fund (FWF) of the enterprise personnel /1, p. 257/.

Planned personnel wage fund for next year can be calculated based on the level of wages in revenue from sales of the reporting year using the formula

where FZP P is the planned wage fund, rub.;

Op P – planned sales volume, rub.;

WIP b – standard wage level for the base year.

The second standard method of wage planning (WFP P) of an enterprise is based on the increase in the wage fund, taking into account the sales growth index.

where FZP b – wage fund in the base period, rub.;

NPzp – standard wage increase;

I OP – sales growth index.

Standard methods for planning an enterprise's wage fund include calculations based on average wages. The simplest way is to multiply the average annual salary by the planned number of personnel. However, in conditions of inflation, the average salary of the previous month may differ significantly from the same indicator for the current month. Therefore, the average monthly salary of the previous month, taking into account the inflation forecast, can be used to plan the wage fund. This calculation method will be even more accurate if we take into account the planned growth rate of labor productivity and such an adjustment factor as the ratio of wage growth and labor productivity growth /1, p. 258/.

where salary avg. g. – average annual salary of personnel, rubles;

HR – number of employees, people;

K and – inflation coefficient.

The refined method of planning the wage fund is used in the presence of an annual portfolio of orders and consists of the following:

1) Tariff wages are determined:

a) for piece workers - at prices for the planned production volume;

b) for time workers - at hourly tariff rates and monthly salaries.

2) The basic salary is calculated by adding bonus payments to the tariff salary according to the current bonus provisions.

3) The hourly, monthly and annual wage fund is established based on the additional payments provided for in the collective agreement and labor legislation:

Additional payments up to the hourly fund for time worked and performance of additional duties or conditions: training students, for leading a team, for night work, for work on holidays, etc.;

Additional payments up to the monthly wage fund - for a shortened working day for nursing mothers and adolescents;

Additional payments up to the annual wage fund - for planned absences from work (regular and educational leaves, performance of government duties, etc.) /1, p. 259/.

The refined method of planning the wage fund is calculated using the formula

where Pr – bonuses;

use of labor resources

It is possible to achieve high production and economic results of the enterprise's activities by achieving high efficiency in the use of the enterprise's labor resources.

Currently, an increase in production efficiency is achieved through the transition to modern technologies that provide a high level of automation, improved working conditions for workers, a reduction in material consumption and a high level of product quality.

Thus, increasing “labor efficiency” means improving the technological process, reducing the material intensity of products, improving working conditions, leading to an increase in the profit of the enterprise.

That is, stimulating the efficiency and quality of workers’ work leads to increased profits and increased competitiveness of the enterprise in the market.

Incentives are aimed at increasing volume, expanding assortment, motivating employees to perform effective and high-quality work, increasing technical level and quality of products, taking into account the achievements of scientific and technological progress.

In turn, efficient and high-quality work entails a reduction in costs and an increase in production profitability, which makes it possible to further financially reward employees.

IN modern economy employee incentives are not limited only to measures of material reward, but are aimed at improving the employee’s personality, creating in him an interest in the success of the organization as a whole, and also includes other forms, such as social benefits, moral incentives, humanitarian incentives to work, and more.

The essence of stimulating employees is as follows:

1) this is the stimulation of high labor performance of the employee;

2) this is the formation of a certain line of employee labor behavior aimed at the prosperity of the organization;

3) this is an incentive for the employee to make the fullest use of his physical and mental potential in the process of performing the duties assigned to him.

That is why each enterprise develops and implements an appropriate personnel policy.

Personnel policy is the general guidelines for work on the formation and development of the workforce.

The purpose of personnel policy is to make an effective contribution to the implementation of the enterprise's strategy and instill in its personnel social responsibility to the enterprise and society /5, p. 105/.

The components of the enterprise’s personnel policy are the following areas:

Employment policy – ​​providing highly qualified personnel, creating attractive working conditions and ensuring their duties, as well as opportunities for continued employment of employees in order to increase their degree of job satisfaction;

Training policy – ​​the formation of an appropriate training base so that employees can improve their qualification level and thereby gain the opportunity for their professional advancement;

Remuneration policy – ​​provision of higher wages than in other organizations in accordance with the abilities, experience, and responsibility of the employee;

Welfare policy - providing a wider range of services and benefits than other employers, as well as social conditions should be attractive to employees and mutually beneficial for them and the enterprise;

Policy labor relations– establishing certain procedures for resolving labor conflicts.

The means of implementing the personnel policy of an enterprise is personnel management.

Personnel management at an enterprise is understood as a complex of managerial influences on the interests, behavior and activities of employees in order to maximize the use of their potential in performing labor functions/5, p. 106/.

Personnel management includes a number of stages:

Personnel planning – developing a plan to meet future labor force needs;

Recruitment – ​​creating a reserve of potential candidates for all positions;

Personnel selection – assessment of candidates for jobs and selection of the best from the reserve created during recruitment;

Determination of wages and benefits - development of schemes for the organization and structure of wages, a system of benefits in order to attract, hire, retain and reproduce workers;

Career guidance and adaptation - the introduction of hired workers to the enterprise and its divisions, the development among employees of an understanding of what the enterprise expects from them and what kind of work in it receives a well-deserved assessment;

Training – developing programs to teach the job skills required to perform a job effectively;

Personnel movement – ​​promotion, demotion, transfer and dismissal of employees;

Training of management personnel – development of programs aimed at developing the abilities and increasing the efficiency of management personnel.

The efficiency of using labor resources at an enterprise is expressed in changes in labor productivity.

Labor productivity is productive force, that is, the ability to create certain consumer values ​​per unit of working time.

Factors influencing the growth of labor productivity are divided into three groups:

1) material and technical factors are an increase in the technical level of production (mechanization, improvement of technological processes);

2) organizational factors– improvement of production, labor and management (improving labor standards, improving wages, material and moral incentives, and so on);

3) industry factors - climate, soil, natural resources, and so on.

Thus, measures to improve the use of labor resources include improving the skills of workers, creating conditions for incentives for highly productive work on the part of each employee. Personnel policy should be built taking into account both the formation of the existing labor market and the specifics of production at the enterprise itself. The criterion for its assessment should be the increase in production efficiency.

"Sibirginskaya Mine" is a coal mining enterprise of OS grade coking coal (lean caking coal), which is a branch of the Open Joint Stock Company "Coal Company "Southern Kuzbass".

The management structure of the branch of OJSC "Southern Kuzbass" - "Sibirginskaya Mine" is shown in Figure 2.

Figure 2 – Organizational structure enterprises

The decision to build this mine on the mining allotment of OJSC Razrez Sibirginsky was made by the Board of Directors of the Southern Kuzbass Coal Company on May 25, 1999, construction began in November 1999, and on November 14, 2002, an act of the state commission on the delivery of the mine was signed into operation.

The Giprougol Institute was approved as the general designer. The Institute's specialists are very short term basic technical solutions, ensuring the production capacity of the first stage of the mine is 1.2 million tons of coal per year. Behind a short time at the mine's industrial site the following were built: a boiler house, consisting of three transportable KMT-2.5 blocks; fan installation in a block with a heater, consisting of four VTs-15 fans (two in operation, two in reserve); fire protection pumping station in a block with two tanks of 400 m³ each; TsRP 6/6/0.4.

Over the past three years, more than 13 km of mine workings were completed and 368 thousand tons of associated coal were delivered to the mountain, including: shafts (track, conveyor, ventilation flank) - 4 km; flank slopes - 1 km; lava workings 3-1-1 and 3-1-3 – 7 km; others - 1.3 km.

For excavation of mine workings the following were used: a set of tunneling equipment from Joy; roadheaders GPKS Kopeisk plant; roadheader P-110 of the Novokramatorsk plant; self-propelled cars 5ВС15; The excavations were secured mainly with anchor bolts; the cross-section of the excavations ranged from 16 to 19 square meters. m.

During the design and construction of the mine, close contact was established with scientists from the Siberian branch of VNIMI and the research design department of KuzSTU " Coal technologies Kuzbass".

An important role in the production success of the mine is played by a huge sense of responsibility for the assigned work and high moral qualities the head of the enterprise, Agudalin Boris Petrovich. His authority is the key to the high labor and production discipline that reigns in this team.

In 2003, under the leadership of the site manager O.A. Kozhenov, the 2KMK-800U mechanized treatment complex was installed and put into operation. During November-December 2003, the mechanized complex was mastered, and from the beginning of 2003 the brigade began working on coal mining for the millionth time. Having successfully worked the first longwall 3-1-1, extracting 642,630 tons of coal, the team carried out an accelerated re-installation of the mechanized complex from longwall 3-1-1 to longwall 3-1-3, and already in December 2003 it produced its first million tons of coal. For the achieved results, O.P. Malyuk’s brigade received the right to bear the honorary title “Millionaire Brigade”.

The introduction of modern equipment of a new generation made it possible to increase the load at the working face to 125,000 tons of coal per month, against the maximum achieved at the Tomusinsky mine in the conditions of the heavy roof of seam III - 60,000 tons/month, with production reaching a production volume of up to 1,500 thousand in 2003. tons In 2004, production at the mine was increased to 1.6 million tons due to the commissioning of reserved reserves between the mine and the Sibirginsky open-pit mine and the commissioning of new equipment. These reserves were developed using a room-and-pillar system without disturbing the surface. The work was carried out using a tunneling and clearing complex from JOY, which included a 12СМ18 combine, a 10SC32B self-propelled car, and a Quadbolter bolt installer. The average monthly load at the face was 35 thousand tons.

The extension of the mine field provided for by the project was won at an auction held in the fall of 2004. Reserves were cut by 62 million tons. along layer III. In 2005, geological exploration work was carried out to assess the reserves of the reserves. Currently, the Giprougol Institute is completing the design of the construction of the second stage of the mine with a production capacity of 3.5 - 4.0 million tons of coal per year. The construction of the second stage of the mine involves the construction of two inclined shafts under the Mras-Su River, a vertical shaft, the commissioning of degassing units, and an electrical substation of a vertical shaft 110/6/6.3 with a supply of 110 kV power lines from power lines going to the Kureinskaya and Chuvashskaya substations for workers and backup power. The installation of inclined shafts will completely close the chain of conveyor transport of the mine, coal from the face will be delivered to the warehouse with subsequent loading into railway cars. This completely eliminates the use road transport for coal delivery.

On January 1, 2006, as a result of reorganization, the mine was transformed from the mine site of OJSC Razrez Sibirginsky into a branch of OJSC Southern Kuzbass - Sibirginskaya Mine.

The branch of OJSC "Southern Kuzbass" - "Sibirginskaya Mine" uses a piece-rate wage system. Piecework wages to workers of complex mechanized longwall faces are awarded for fulfilling and exceeding the complex production standard without close connection with the achieved load on the face. In such conditions, working teams are interested in exceeding the production norm, and not the load on the mechanized complex (combine harvester).

The main source of funds for the mine's wage fund is production (coal mining) and sales of marketable products.

To determine the size of the source for the mine in plan and during actual activities, wage costs per ton are calculated, related to the cost of a unit of marketable output.

The formation of wage fund funds is carried out in accordance with differentiated series of technological processes and established or achieved production volumes.

The formation of wage fund funds for the “clearing work” process in the plan and according to actual results is carried out according to the amount of the wage fund of the mining sites, calculated in differential series for a specific volume of coal production from complex mechanized faces (CMZ) and the planned number.

The formation of wage fund funds for the “preparatory work” process is carried out in accordance with the current Federal law Russian Federation minimum size remuneration (Article 183 of the Labor Code of the Russian Federation).

The formation of wage fund funds for the “preparatory work” process is carried out in accordance with the current regulations on the procedure for planning preparatory workings and calculating the average monthly wage of miners and industrial production personnel (PPP) employees engaged in the “preparatory work” process of the mines of OJSC "MC Yuzhny" Kuzbass". The limiting limits when forming the wage fund in the plan and based on the results of work in this process is the presence of a source of reimbursement for these expenses for the mine.

The formation of wage fund funds in the processes of “other preparatory work” and “work on the surface” is carried out in accordance with the regulations on the procedure for the formation and management (control) of costs in the processes of “other underground work” and “work on the surface of mines” of OJSC “MC “Yuzhny” Kuzbass". The limiting limits when forming the wage fund in terms of and based on the results of work on these technological processes is the presence of a source of reimbursement for these expenses in the mine.

The minimum wage for an employee who has worked in full, the standard working hours determined for this period and has fulfilled his job responsibilities(labor standards) cannot be lower than the minimum wage established by the Federal Law of the Russian Federation (Article 183 of the Labor Code of the Russian Federation).

The average monthly salary includes the tariff rate, additional payment for night work, length of service, regional coefficient, additional payment for movement and other additional payments that stimulate the growth of production volumes, accrued for the full calendar output of the planning or reporting period.

To calculate wage standards for 1 PPP (industrial production personnel) and the wage fund for the mine, the following data is used: production volume for the planned period, thousand tons; payroll number of PPP, people; wage cost standard in the cost of 1 ton of production, rub.; wage costs per ruble of marketable products; priority coefficient in wages for the mine (K sh =1).

To calculate the wage fund (WF) for the year for a mine, the following formula is used

where FZP Ш is the payroll fund for the mine, thousand rubles;

D Ш – production volume for the planned period, thousand tons;

N N – standard wage costs in the cost of 1 ton of coal production, rub.

The wage cost standard in the cost of 1 ton of coal production is calculated using the following formula

where N N.S. – standard wage costs in the cost of 1 ton of production, rub.;

Ch Sh – average number of staff at the mine, people;

N1 ZP – wage standard for 1 PPP in the cost of 1 ton, kopecks/person;

K Ш – priority coefficient in wages for the mine (K Ш = 1).

To calculate wage cost standards for mine processes in the cost of 1 ton of coal production for the element “Labor costs”, the following formula is used

where Н ci – standards for wage costs in the cost of 1 ton of coal production by mine processes, rub./t.;

H i – the number of production staff at a specific production process of the mine, people;

K i – priority coefficients in wages for mine processes;

The wage standard for 1 PPP in the cost of 1 ton is 13.689 kopecks/person.

The average monthly salary of 1 PPP for work processes is calculated using the formula

, (23)

where FZP i pl. – wage fund for a specific production process, rub;

H i .pl. – the number of workers employed in a specific production process according to the plan, people.

The composition of the number of PPP for mine processes includes: the payroll number for cleaning work (H och.), the payroll number for preparatory work (H preg.); payroll for other underground work (H other subsection); payroll for surface work (Ch pov.); the payroll number of managers, specialists and employees of the mine management (CH managers).

The wage fund for mine processes is calculated using the formula

(24)

The basis for calculating the payroll of a mine for a month, quarter, and so on is taken as follows: the volume of coal production for a month, quarter, and so on (D w (pd. fact)); wage cost standard in the cost price of 1 ton (N.s.); wage costs per 1 ruble of marketable products (ZT), that is, the wage fund is calculated using the formula

Table 1 shows comparative analysis coal production and labor productivity for 2003 and 2004.

As can be seen from Table 1, the annual volume of coal production in 2004 increased by 190 thousand tons or 12.7% compared to the previous year.

This increase is explained by the fact that in 2004 new equipment was put into operation, as well as reserved reserves between the mine and the Sibirginsky open-pit mine. With the increase in coal production, the productivity of workers increased by 235.4 tons/person. or 12.38%. Also in 2004, the number of workers (namely, cleaning workers) increased by 2 people compared to 2003.

Table 1 – Analysis of coal production and labor productivity for 2003 and 2004

Table 2 presents a comparative analysis of coal production and labor productivity for 2004 and 2005.

This table shows that annual coal production in 2005 amounted to 1,700 thousand tons, which is 10 thousand tons or 0.59% more compared to 2004, this increase in coal production is not a large number compared to 2004 is explained by the fact that workers are interested in increasing coal production, since it is the volume of production that affects the average monthly wage of workers. Labor productivity increased by 18.1 t/person. or by 0.85%. The average number of employees has not changed.

Table 2 – Analysis of coal production and labor productivity for 2004 and 2005

Table 3 presents an analysis of the wage fund and average monthly wages for 2003 and 2004, and Table 4 for 2004 and 2005.

As can be seen from Table 3, in 2004 the wage fund increased by 21,035 thousand rubles. or 12.98% compared to 2003. This is due to an increase in coal production.

The average monthly salary in 2004 is 19,284 rubles, which is 2,172 rubles or 12.69% more than in 2003.

Table 3 - Analysis of the wage fund and average monthly wages in 2003 and 2004

continuation of table 3

Table 4 shows that the wage fund in 2005 compared to 2004 increased by a small amount, namely by 566 thousand rubles or 0.31%, and the average monthly salary increased by 109 rubles or 0.57% .

Table 4 - Analysis of the wage fund and average monthly wages in 2004 and 2005

The analysis of the enterprise showed that the greatest increase in indicators was observed in 2004, this is explained by the fact that in given year reserved reserves between the mine and the Sibirginsky open-pit mine were put into operation, as well as the introduction of new mining equipment, with the help of which, instead of 266.72 tons of coal production in 1 hour, 300.51 tons of coal were produced in 1 hour of operation of the KMZ combine. At the same time, the wage fund increased by 21,035 thousand rubles compared to the previous year, the average monthly salary increased by 2,172, labor productivity 1 PPP per month increased by 1.06 tons/month.

In 2005, the indicators increased by small numbers due to an increase in the operating time of the combine at KMZ; the operating duration was 8 standard hours instead of 7,922 standard hours.

Thus, the analysis suggests that the workers of this mine should be interested in greater coal production, since this affects wages, and, consequently, their labor productivity will increase and, therefore, the profit of the enterprise will increase.

In order to increase the interest of workers in increasing coal production, the enterprise needs to stimulate their labor productivity, for this it is necessary to improve working conditions, add additional bonuses to the average monthly wage, and also update outdated equipment with more reliable, safe and allowing to extract more coal.

According to the results of the analysis, at the enterprise under study, in order to increase the efficiency of the use of labor resources, it is necessary to update outdated equipment in order to improve working conditions, and therefore labor productivity.

To do this, you need to purchase and put into operation the Polish cleaning mechanical complex GLINIK 21/45, which is more productive, reliable, safe, and has automatic control systems with information displayed on the display. allowing the extraction of up to 4.5 m of coal seam, which is 1 m more than the previously operating complex 2KMK - 800U, the annual volume of coal production will increase by 10% compared to 2005.

When increasing the volume of production (coal) on existing production facilities Average monthly wages and labor productivity will increase.

To calculate measures to increase the use of an enterprise’s labor resources, the following indicators need to be calculated:

Capital investments (K), which are calculated by the formula

K = Equipment cost + maintenance costs (26)

K = 2500000 + 2500000×0.10 = 2750000 rub.

Product release after implementation of the event (VP 2):

VP 2 = VP 1 + VP 1 ×0.10 (27)

VP 2 = 1700 + 1700×0.10 = 1870 thousand tons

The cost of 1 ton of products after the implementation of the event (C 2) is calculated using the formula

where C 1 is the cost of 1 ton of products before the implementation of the measure, rub./t.

a, b – relatively constant and variable parts of expenses in fractions of a unit;

K p – production growth rate;

N a – general depreciation rate, %;

OF vv – full initial cost of introduced fixed assets, rub.;

OF l – book value of dismantled fixed assets, rub.

From 2 = =248.19 rub.

Annual economic effect(E g) is calculated by the formula

E g = (C 1 – C 2)×VP 2 (29)

E g = (250.21 – 248.19)×1870000 = 3777400 rub.

Return on capital investment (T) is calculated using the formula:

T = 2750000/3777400 = 0.73 years or 9 months

Thus, after the implementation of the measure, coal production will increase by 170 thousand tons compared to 2005, and, consequently, the average monthly wage and wage fund will increase, since these indicators depend on the volume of coal mined.

In order to justify the economic efficiency of the recommended measure, a system of indicators is used that are subject to joint comprehensive analysis, which can be presented in the form of Table 5.

Table 5 – Technical and economic indicators

The object of the study is to improve the efficiency of using labor resources in industry.

The subject of the study is to increase the use of labor resources in the branch of OJSC "Southern Kuzbass" - "Sibirginskaya Mine".

This is a promising mining enterprise that produces OS grade coking coal.

Analysis of this enterprise showed that the mine uses a piecework wage system. Piecework wages to workers of complex mechanized longwall faces are awarded for fulfilling and exceeding the complex production standard without close connection with the achieved load on the face. The main source of funds for the mine's wage fund is production (coal mining) and sales of marketable products.

In such conditions, working teams are interested in exceeding production standards, and not the load on the mechanized complex (mine), that is, with an increase in coal production, the average monthly wage of workers increases, and therefore their interest in exceeding complex production standards.

In addition, working conditions also influence workers’ interest in extracting more coal, so the company needs to increase the level of safety and automation when working with a mining machine. To do this, you need to replace outdated equipment with newer equipment that would meet the above criteria.

Based on these proposals, the following activity was developed.

In order to increase workers' interest in mining more quantities coal, it was proposed to purchase and put into operation a new Polish mechanical cleaning complex “GLINIK 21/45”, which is more productive, has an increased level of safety (has a built-in emergency system), is more reliable, and has automatic control systems with information displayed on the display.

Mine equipment automatic systems control with information displayed on the dispatcher's display allows you to prevent emergency situations, both when the gas situation changes and when there are disturbances in the operation of machines and mechanisms and, at the same time, the availability of complete information makes it possible to immediately take measures to restore normal operation.

As a result of these measures, working conditions will improve (work will become more automated), the average monthly wage will increase by 1936 rubles, the wage fund will increase by 18,361 thousand rubles, labor productivity of 1 employee will increase by 17.91 tons/month, and production will also increase coal by 170 thousand tons per year.

and literature

1) Genkin B.M. Economics and sociology of labor [Text]: Textbook for universities / B.M. Genkin. – M.: Publishing group NORMA-INFRA×M, 1999. – 384 p.

2) Kovalev V.V. Finance of an organization (enterprises) [Text]: Textbook / V.V. Kovalev, Vit.V. Kovalev. – M.: TK Welby, Prospekt Publishing House, 2006. – 352 p.

3) Rofe A.I. Economics and sociology of labor [Text]: Textbook / A.I. Rofe. – M.: Publishing house “Mik”, 1996. – 128 p.

4) Sociology of Labor [Text]: Textbook / Ed. N.I. Dryakhlova, A.K. Kravchenko, V.V. Shcherbiny. – M.: Moscow University Publishing House, 1993. – 382 p.

5) Enterprise Economics [Text]: Textbook / N.I. Novikov, O.A. Starodumova, N.N. Bolshakova, O.A. Zatepyakin; Ed. Ph.D. econ. sciences, prof. N.I. Novikova. – Novokuznetsk: RIO NFIKEmGU, 2002. – 282 p.

6) Economics of an enterprise (firm) [Text] / A.S. Pelikh [and others]. – M.: ICC “MarT”, 2004. – 512 p.

7) Income and wages [Text]: problems of formation, distribution, regulation / under. ed. ON THE. Volgina. – M.: Publishing house RAGS, 1999. – 232 p.

Labor force as most important factor any production becomes a key resource economic activity. This is primarily due to changes in the content and nature of work. Since the times of Taylor and Smith, labor has changed under the influence of technological progress: it has become more intellectual, more advanced forms and principles of its division have emerged, and it requires greater expenditure of human mental energy.

The long-term development of an enterprise should include the task of forming a labor management system, the functioning of which contributes to achieving high competitiveness, and therefore strengthening the position of a particular business entity in the goods market.

New, more complex tasks in managing human resources at an enterprise place increased demands on the structure, composition and forms of work of the personnel service.

The human resources management system at the enterprise includes three interconnected blocks:

1. Formation of the enterprise’s labor resources;

2. Development of the enterprise’s labor resources;

3. Improving the quality of the working period of life;

The development of labor resources of an enterprise (firm) is personnel policy and the enterprise strategy in the field of personnel development and its optimal use, taking into account both work with the already registered staff and the implementation of forecasts to meet the labor demand. These activities are primarily aimed at qualitatively developing the potential of employees and increasing labor productivity.

Fig.1 Formation of enterprise labor resources

Rice. 2 Improving the quality of working life

The need for professional guidance and social adaptation of an employee in an enterprise team is caused by the specifics of each specific team, workplace and the relationships created in the team, microclimate and social environment.

A newly arrived employee needs basic orientation, as well as adaptation of his experience, knowledge, skills, and standards of attitude to the given workplace and team. In implementing this important complex Introducing events with newly admitted employees, the main role is given to the personnel service of the enterprise. Along with this, reference books, instructional materials, and other means and methods specially prepared for this purpose can be used. The main part of the career guidance and orientation work with a newly arrived employee occurs on the first day and first week of his stay in the team, but the process of acquaintance and adaptation does not end there, but continues for some time.

Improving the quality of the enterprise’s labor resources based on vocational training and retraining of personnel is a system of measures aimed at maintaining the compliance of the workforce with socio-historical requirements dictated by the development of productive forces, primarily scientific and technological progress. The natural expression of this should be an increase in labor productivity. Here the goals and objectives facing the enterprise must be taken into account.

It is necessary not only to subordinate the activities of each individual employee to the main goals of the enterprise, but also to provide an individual approach to each, to find the key to his talent and abilities, and to involve him in the common cause. To do this, I suggest using a number of methods professional development employees of the enterprise, the main of which include:

· Complete and comprehensive motivation for the goals, objectives and consequences of learning;

· Maximum use of acquired knowledge and “secrets” in the workplace;

· Assessing the diligence and quality of knowledge acquired, both during training and in the workplace;

· Ensuring the implementation of knowledge and skills acquired during training in the same or new workplace.

Assessing staff performance is not an assessment of everyone

a specific employee during his training, and the study by the immediate supervisor of the quality of each operation performed by a trained employee at his workplace for a certain period of time.

As a result of such a comprehensive comprehensive assessment, the manager informs the employee about the level of efficiency of his work and indicates areas for improvement.

Project to improve the productive use of labor resources

To improve the use of labor resources, it is necessary to review their structure and develop measures to improve the use of working time. Particular attention should be paid to:

Streamlining the practice of granting short-term administrative leaves without pay, since these leaves are often given without serious intentions;

Studying each case of violations of labor discipline in order to strengthen it, using not only administrative measures, but also forms of both moral and material influence on its violators;

A thorough study (using certificates of incapacity for work) of the nature of morbidity in certain groups of workers and the development on this basis of preventive measures (for example, to improve occupational health and safety, organization of dietary nutrition, etc.) to reduce morbidity.

Particular attention should be paid to the organization of labor production, since adherence to the principles of rational organization of the production process is the basis for the normal conduct of financial activities with the most favorable economic indicators.

The main measures for the rational organization of the sale of goods and labor are:

Division of labor and placement of workers in the enterprise;

Organization of workplaces and their maintenance;

Introduction of rational labor processes;

Creating a favorable work environment;

Organization of wages and material incentives;

Organization of training;

Occupational health and safety.

The enterprise also needs to carry out measures to improve the production culture: maintaining order and cleanliness in stores, organizing medical care, flower beds, lawns on the territory, etc. These measures not only make human work easier, but also significantly affect economic indicators. For example, skillful organization of color environment and lighting can increase productivity by 15 - 25%. Color design will cost much less than the losses from industrial injuries and decreased performance caused by the end of the working day. Establishing the correct scientifically based ventilation system helps to increase labor productivity by approximately 10 - 15%. Labor productivity increases from 5 to 10% if production noise is reduced to normal.

All of these activities help to increase the economic efficiency of the use of labor resources and, ultimately, increase the sales of goods at the enterprise

Shilova I.N. Increasing the efficiency of using labor resources / I.N. Shilova, V.N. Zhukova // Economics and business: theory and practice. - 2018. - No. 1. - pp. 93-97.

INCREASING THE EFFICIENCY OF USE OF LABOR RESOURCES

I.N. Shilova, k and. e con. Science, Associate Professor

V.N. Zhukova, student

StatedairyAcademy named after N.V. Vereshchagina

(Russia, Vologda)

Annotation . This article explains that the economic efficiency V The efficiency of the enterprise depends on the efficiency of the use of labor resources R owls, both in general and in its related productions. For Agriculture T A One associated production could be a bakery.Using the example of a rural bakery O of a business enterprise, an analysis of labor productivity was carried out, measures to increase it were proposed and economically justified.

Keywords . Labor resources, labor productivity, production, work on capacity, suggestions for improvement

Agriculture today involves several main branches of specialization.izations, which include Dairy and meat animal husbandry and crop farming are involved. In addition, each branch of agriculture implies A no organization of auxiliary projects h Vodstvo And including the organization of baking A Ren and small related projects svodstvo.

Ginsburg A.I. notes [ 2 ], which is auxiliary (accompanying) branches of agriculture are characterized by: s large share of unskilled pe R sonala and staff turnover, residual nature of financing, which By allow you to maintain a basic level of productivity, but do not allow development of either production or personnel [ 2 ].

Therefore, the question of increasing I'm effective in problems of using labor resources V related agricultural sector T military enterprise is relevant b nom.

Purpose of the work: development of proposals for increasing the efficiency of use O introduction of labor resources in the bakery company"Agrofirm named after. Pavlova"

Source of information for conducting e analysis has become economic and x Galter reporting of the enterprise, about production sheets, staff schedule And saniya and valid for personnel but r we.

CJSC Agrofirma im. Pavlova" - pred acceptance, geographically located in N and Kola district of the Vologda region, specializing in rural products b skogo economy.As part of an agricultural company o r The work of the bakery is organized. This division and de i activity are not a priority, but provide st A strong income. In asso p timemente of this division the following types of products: bread wholegrain , rye, with bran; gingerbread, confectionery out of sight at Ryu; bagels, crackers, products based on o in e wheat flour premium quality; oatmeal cookies, cereal bars.

Human resources refers to the complex of all groups of employees of the unit And employed and classified by profession With national and qualifying hara To teristics and recorded in the list h nom composition of the enterprise[ 3 ].

Included in labor resources Bakery JSC at the end 2016 includes: 9 bases in working hours sneeze and 1 auxiliary,as well as 1 manager, only 11 people. However, over the past three years there has been an increase e reduction in headcount by 2 staff units. More than 90% of the number is occupied by O workers who directly teach A are used in baking bread.

An analysis of the state and movement of personnel showed that the bakery is characterized by high what a bunch of frames , low labor discipline (breaks in work due to the fault of the worker t niks) and none what level of their qualifications. Today, out of 11 bakery employees, 6 hours e catcher have the lowest rank of cook - tr e ty, 3 employees are not qualifiedin general, only certificates of passage and training courses and a set of medical about documents.

Labor productivity analysis p A bakery botniks are presented in table 1.

Table 1 . Bakery productivity indicators Company "Agrofirm named after. Pa in fishing"

The table data indicates that e efficient use of labor resources e resources of the bakery enterprise, since I performance indicators (in s work per employee and per unit of time) labor is reduced by more than 10%, and back (labor intensity) increased and falls by 11.9%.

The key goal that the enterprise faces in terms of forming e f efficiency of labor use e resources is an increase in productivity about labor, rese r increasing production output, optimizing per capita costs O cash and quality upgrade e the use of working time in the labor process [ 4 ].

To increase efficiency, use b vocation of labor resources in bakery JSC "Agrofirm named after. Pavlova" offered e We have the following events:

1) The first of these is replacement manual labor by kneading the dough for machine Offered for purchase as a test e strong Master Mix machine ES. The cost of such equipment is 520 thousand rubles. Fina n the social condition of the agricultural firm allows A buy it, don't arrive e to loans.

The proposed machine has significantly P increases the dough mix and keeps me busy larger number of employees . In particular, there will be an increase volume dough production by 74 tons per year, which will increase by s launch of finished products for 90 tons. In the next at tea, if future activities e carnie will be delivered before necessary and ability to optimize personnel, then without O production losses can be reduced by workers engaged in manual kneading with ta.

In this case, there will be a release of personnel in the amount of 1 s O worker who may be reworked ntiated to other production projects about the process.

Table 2 . Change in labor productivity when introducing new equipment and

Labor productivity will increase by 4 kg of dough per hour.

Term payback of dough mixing plant and Master Mix ES tires will be: 520 thousand rubles/433 thousand rubles. = 1.2 years

2) The second activity is changing the working hours of employees.

As the study showed, the work e which lasts only 13 hours, although even for the oldest equipment e carny real time use m maybe you know much more.

The analysis showed that at the end of the working day, 1 employee can handle the job quite well. d Nick. At the same time, during peak hours I there will be violence in the workplace tvove 7 times nerds. If you usereleasedthrough the introduction of a worker's dough mixing machine, then it is during this period that he can, for example, A to release new products. Suggestion A The production of biscuit semi-finished products is about to be introduced. Daily rest rate O yes – 20 kg. The biscuit is readily sold out e canteens and retail outlets. In the table 3 cost calculation is given O STI for daily and annual access encore to twisted semi-finished products.

Table 3. Cost calculation biscuit semi-finished product

The yield rate for biscuit is 125%, which is higher than the average rate for other products To tions. Thus,at the end of the year you can get 4,9 tons of finished products cost price And with a cost of 327 thousand rubles.

Taking into account n prices for finished goods to tion – 1, 29. revenue will be 327*1, 29 = 422 thousand rubles.

Also to the advantages of this pr O product can be attributed to low labor costs and h ability to distribute effortand loading on other operations.

Table 4. Changes in labor productivity in the production of biscuit floors from manufacturers

Labor productivity during production h production of biscuit semi-finished products It is equal to 213 g per person per hour.

3) Third event– This is an improvement in the qualifications of bakery staff.

Offered step-by-step organization training courses for employees at b A ze of the enterprise itself. Continued b The length of the courses is 2 weeks. At the same time, work shifts will be reoriented so that each employee can work O listen to current information.

P proposed kv booster system A lification will have approximate costs A you 5 thousand rubles/person. for all employees = 60 thousand rubles.

Simultaneously with advanced training and personnel cation should be implemented by a body and national activities – in process an a lisa the loss of working time was determined, I recorded with spontaneous interruptions. They amount to 692 hours in year .

If you establish penalties for employees, you can achieve liquidation A tions of such breaks. At the same time I will erase d nicks will have legal breaks - 5 minutes and half hour and 1 hour for lunch. In this case, the utilization rate is about what time would children 1.

Table 5. Changes in labor productivity with the introduction of a system of advanced training and compliance with work hours

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Introduction

The metamorphoses of the modern socio-economic situation in Russia have led to options in the development of labor organization, thereby determining the need to study the interaction of the organization, rationing and remuneration of employees of organizations, with the labor market and government regulation labor relations.

Today's market situation has predetermined the direct dependence of labor results and material incentives, thereby actualizing the high importance of studying the level of the organization and the correct selection of personnel.

Labor organization acts as the engine of the organization of production as a whole, expressed in the content system, the scope of research, as well as methods for studying the production and labor activities of personnel and in particular people.

The object of the course work is the labor activity of people performed on manufacturing enterprises and aimed at creating material wealth, namely: (production, provision of services). The subject of the work is the social and labor relations that develop at an enterprise during the labor process, and the set of methods, methods and techniques used to characterize, change and analyze them. economics market enterprise

The purpose of the course work is to describe the nature of the organization of labor activity at an enterprise by studying the scientific foundations, theoretical and methodological aspects, as well as practical experience in the field of labor of enterprise personnel when creating socio-economic relations in a market economy.

The tasks determined by the purpose of the work include the following:

1) studying the personnel of organizations, as well as studying the essence and mechanisms of organization and labor productivity at an industrial enterprise;

2) consideration of the main principles as the basis of its rational organization of work;

3) study of the systemization of social and labor relations in the process of organization and labor productivity, study of labor motivation and incentives that ensure effective labor activity of employees of an enterprise, firm, or organization;

4) formation of main directions for optimizing the organization of labor activities of the enterprise. Ways to increase the efficiency of using labor in an enterprise.

The work methodology includes the use of the dialectical method scientific method knowledge.

The course work consists of an introduction, 3 chapters, and a conclusion. list of references and applications

Coursework takes into account norms and requirements Labor Code Russian Federation, laws: “On Labor”, “On Social Partnership”, “On Wages”, etc.

1. Theoreticallynoaspects of labor organization at the enterprise

1.1 Enterprise personnel

Personnel of an enterprise (organization) is a set of workers of various professions working at the enterprise, who make up its payroll. In turn, the list of personnel of the organization who are hired for temporary, seasonal, as well as permanent work.

In the organization of labor, there is a definition of categories of workers - these are groups of enterprise employees who have different statuses:

*Securities;

*Junior staff;

*Students;

*Employees;

*Workers.

It is customary to characterize the personnel of an enterprise (organization) quantitatively and qualitatively. Quantitative indicators include indicators of payroll and attendance numbers, average payroll, production and industrial personnel of the organization.

A) The headcount is determined as of a certain date, taking into account dismissed and hired workers.

B) Turnout is the number of workers who showed up for work on a specific date.

The quality indicators of personnel are their professionalism and qualifications.

Depending on their participation in the production of the enterprise, personnel are divided into two categories:

* industrial production personnel (PPP). This includes: specialists, employees,

* non-industrial personnel (these are workers not related to production). These are mainly workers employed in housing or public utilities.

Leaders are divided into categories such as:

a) linear (headed by teams of production departments)

b) functional (headed by teams of functional services, departments and departments).

The personnel structure of an enterprise (organization) is characterized and considered according to the following indicators:

*age;

*the level of education;

*qualification;

*work experience;

*degree of fulfillment of the norm, etc.

1.2 Essence, meaning and principles of labor organization

The functioning of enterprises (organizations) is based on highly communication networks, as well as connections between all links and elements industrial system, which implies the use of cooperative labor of people who will be involved in the production process and within the framework of the current standards of the organization.

In the course of labor organization, a symbiosis of human resources and technology is carried out on the basis of certain rules, norms, and methods in order to achieve a positive effect for the organization (enterprise).

At the enterprise level, the organization of labor is considered as the basis for the rational interaction of personnel with the means of labor and with each other, which are based on a certain order of construction and sequence of implementation of the labor process, aimed at obtaining high final socio-economic results Abryutina M. S. Enterprise Economics: Textbook. - M.: Business and service, 2010 - 527 p. .

Figure 1 - Basic elements of labor organization

The basis of labor organization can be determined by considering its main elements, presented in Fig. 1:

Selection, training, retraining and advanced training of personnel (personnel);

Safe conditions and labor protection;

Division of labor;

Labor cooperation;

Organization of workplaces of the enterprise (company);

Reasonable standards for labor costs;

Labor discipline.

Being fundamental principle in the functioning of the enterprise as a whole, namely its production ability, the mutual development between the organization of labor and production is determined. Depending on the use in production of various techniques (technologies), means of labor and predetermine the inclusion of options in the principles, methods and methods of organizing production, thereby interpreting the nature and content of labor relations. Technological evolution has influenced the nature of people's work in general by many factors. Mechanisms and automation of industrial cycles entailed a reduction (or complete elimination of manual and machine-manual types of production); Therefore, work with automated control systems becomes relevant.

The tasks of organizing the labor activity of personnel include coordination and control over the activities of each employee, carried out through the principles of point modeling and coordination of the actions of an individual management object during the merger and division of labor functions. The implementation of directions to improve (increase) the labor organization of personnel activities includes changes in the organization of management, planning, and accounting. The effect of these methods of organizing labor should become positive, subject to co-modernization of both technology and the organization of production as a whole.

The main advantage in the implementation of a well-structured organization of labor activity of personnel at an enterprise is the reduction of costs for production, management and, as a result, an increase in the competitiveness of the organization by obtaining maximum returns from production. In the course of an effectively structured work organization, it is possible to achieve the following advantages:

A) economic - result in increased labor productivity, improved use of labor resources and working time, savings of all types of resources, as well as improved product quality and production efficiency;

B) psychophysiological - are an increase in the prolonged effect of an individual’s performance without compromising his health by saving his vital energy, limiting the intensity and severity of work, harmonizing stress (physical and psychological), providing personnel with favorable and safe working conditions, reducing the neuropsychic sphere . Here it is advisable to include rationing of labor costs, setting the regime and nature of work, improving workplaces, as well as ensuring a normal psycho-physiological climate in the team;

C) social - contain all possible types of stimulation of the activity of the enterprise (organization), adequate and full wages, increased mutual understanding and cooperation in the team, awareness of the importance of work and its direct role in improving the well-being of workers, the highest labor discipline.

In the process of organizing work, it is necessary to operate with the following principles: dynamism, specificity, optimality, complexity and efficiency.

*Dynamism is directly proportional to the scientific and technological progress system and, consequently, to the modernization of techniques and technologies in the production of the organization.

*The specificity of the organization of labor lies in the principles, methods and forms of labor organization, which are observed in strictly defined workplaces, and are expressed in the nature of the work performed and operations, the means and objects of labor being operated. The equipment, maintenance and planning of individual workplaces are organized in the same way.

*The optimal organization of work largely depends on the selection and design of the most effective option for using material and labor resources that will correspond to the content of the tasks.

*The complexity of labor organization is based on the relationship not only of labor organization and production organization, but also of labor actions, labor processes and jobs. At a separate workplace, a certain labor organization system is used. The complexity of labor organization increases the efficiency of work at each workplace and helps to improve the performance of the entire enterprise, and thus increases the efficiency of the use of labor.

*Efficiency of labor organization is the objectively necessary development and implementation of such principles, methods and methods of labor organization that ensure the achievement of set goals and objectives with minimal costs of living and material labor, rational use of working time and normal working conditions for enterprise personnel.

Thus, it should be concluded that the modernization of labor organization is predetermined by the requirement for the progression of production organization as a whole. A comprehensive solution to the issues of improving techniques and technology, organizing production and enterprise management are the basis for organizing the labor activities of the organization’s personnel. The higher and better the organization of production, the more progressive the equipment and technology, the more efficient the organization of labor, and therefore the more efficient the workforce. Gruzinov V.P. Economics of enterprise (entrepreneurial): Textbook for universities. - 2nd ed., revised and expanded. - M.: UNITY-DANA, 2013 - 795 p.

1.3 Types and forms of labor organization

In the development of the methodology for organizing the labor activity of enterprise employees, there are 2 directions of its construction (separation and cooperation).

The main differences in these points of view come down to the definition of the place, as well as the role of an individual subject of labor activity. In order to maintain balance in personnel management (their place is determined by additional requirements): the functionality of fulfilled obligations, job descriptions, labor and quality certification, etc.

In the course of dividing labor activities at an enterprise, a distinction is made between subjects of activity in the production process.

*Intra-production division of labor is separation different types labor and specialization of jobs and workers to perform the corresponding duties, works and operations assigned to them. A well-structured model of division of activities provides for a rational distribution of forces across labor objects, taking into account the personal abilities of workers, professional and business qualities, and attitude towards work, while improving output, productivity, and therefore the degree of satisfaction with work and interest in it, as well as reducing fatigue. The division of labor is an operating factor in increasing the professionalism of employees, improving the quality of their work, as well as reducing costs, etc.

The division of labor activity at an enterprise (organization) can be: a) technological, b) functional, c) professional and d) qualification-based in nature.

*Technological division of labor depends on the structure of the production process, the level of its mechanization, volume and type of production and is carried out on the basis of dividing the production process into stages: (procurement, processing, assembly), limits, phases, partial technological processes and operations. Technological division of labor can be: cooperative, detailed and element-by-element.

*Cooperative division of labor expresses the distribution and assignment for a long period of time to individual workers of certain technological operations. This is what ensures the proper placement of workers and their maximum employment. *With a detailed division of labor, the worker is entrusted with performing all the functions that make up the process of manufacturing a part or the final phase of manufacturing a given part.

*With an element-by-element division of labor, an operation is performed by several workers, and each of them gradually performs part of the operation, a separate function or labor action.

Operational and element-by-element division of labor contributes to the specialization of labor. Workers who specialize in performing a certain operation (technique, action) quickly master equipment and labor technology, improve them, and therefore ensure an increase in labor productivity.

The source of the functional division of labor is the role and place of each worker in the labor process, depending on the function they perform: workers and employees.

Also, according to functionality, a gradation has been adopted:

A) main - this is a group of workers directly involved in the production activities of the enterprise (organization);

B) auxiliary - a service group that creates conditions for the work of the main forces of labor activity.

Depending on the content of the work performed, employees are divided into managers, specialists and office workers.

Qualification gradation implies division of labor obligations in proportion to specialization, special: (theoretical, humanitarian, analytical, etc.) knowledge and forms of management of objects of labor.

This is precisely what determines the division of the enterprise’s personnel into separate groups of workers by profession, specialty and qualifications.

The qualification division of labor provides that within a separate professional group workers are divided depending on their skill level, that is, on the ability to carry out work of any particular complexity, which will require special theoretical knowledge, practical skills and direct experience. Qualification characteristics The worker is determined by the degree of mastery of work of a particular category with the assignment of the corresponding tariff category to him.

It is customary to distinguish between a) technological, b) economic, c) psychophysiological and d) social boundaries of the division of labor.

·Technological boundaries of the division of labor are the so-called division of the production process into phases, stages, production operations and their content, methods and methods of organizing production, as well as the level of specialization of equipment, tools, devices and workplaces.

Thus, the division of labor is inextricably linked with its cooperation. Cooperation of staff work activities includes the connection various types works and labor processes to obtain the final result of joint work. The creation of labor activity includes the formation of stable labor ties between individual participants in the course of fulfilling the assigned labor tasks and goals.

Types of labor cooperation can be as follows:

* intershop - well-coordinated and coordinated labor activity of workshop teams.

* intra-shop - this is a form of coordinated work of production areas of the workshop.

Intra-site - creating organizational conditions for the effective work of all teams of the site in their joint work activities.

The factors of rational labor cooperation are determined by two criteria:

Organizational - coordinated activity managed by an agreed faction of representatives of labor activity;

Economic, characterizing the possibility of maximizing the reduction of labor costs per unit of output.

Depending on the division and cooperation of labor, two forms of its organization in the enterprise are distinguished:

Individual - each worker at his workplace performs permanently assigned to him either one or several homogeneous operations, or a complex of heterogeneous operations, or all operations for the manufacture of a specific type of product (product);

Collective - a group of workers unites to jointly and most effectively carry out a complex of heterogeneous and a group of homogeneous labor operations.

The most effective collective form of labor organization is the team.

Thus, the choice of rational types of division of labor depends on the type of production, the volume and complexity of products, the technical equipment of production, the level of its organization and presupposes the justification of the optimal boundary of the division of labor.

Each form of labor organization has its own reasonable limits or boundaries, compliance with which allows, firstly, to reduce the impoverishment of the content, attractiveness and significance of work; secondly, to ensure rational workload of workers and efficient use of working time, and therefore increase labor productivity.

1.4 Main directions of labor organization

The set of basic elements characterizing the content of labor organization and the tasks solved by it determine the following directions of labor organization at the enterprise:

1. The differentiation of the activities of workers in the process of joint labor and at the same time the combination of various types of work and labor processes to obtain the results of labor activity.

2. Workplace layout that ensures the use of rational labor methods and techniques, as well as comfortable and safe conditions work; equipping the workplace with tools and objects of labor; rational, effective service, which is generally aimed at increasing the productivity of each employee.

3. Analysis of working conditions in the workplace and the development of rational work and rest regimes for workers, selection and justification of comfortable working conditions at each workplace, ensuring the preservation of long-term sustainable performance and health of workers.

4. Construction of any labor process on the basis of labor techniques and methods that ensure maximum savings in working time with the least expenditure of physical and psychological energy.

5. Staffing The labor process consists of carrying out advanced training of workers, training new personnel, retraining and training workers in second professions, organizing vocational guidance and personnel selection, analyzing the enterprise’s supply of personnel in the necessary professions and relevant qualifications.

6. Strengthening labor discipline is expressed in creating conditions that ensure that employees comply with established work and rest schedules, internal rules labor regulations, professional and functional requirements, safety and labor protection requirements, as well as the development of labor activity and a creative attitude to work.

7. Labor standardization is the basis of its organization and consists of developing standards for labor costs and standards for the number of personnel, improving the quality of development of standards based on a study of labor operations and working time costs, rational ways of organizing labor in the workplace, and ensuring uniform and interconnected work.

These areas of labor organization are inextricably linked and reveal its content, clarifying and implementing in practice such functions as labor-saving, optimizing, labor-saving, educational, activating, etc.

Thus, during the organization of work, a symbiosis of human resources and technology is carried out on the basis of certain norms and methods in order to achieve a positive effect for the enterprise. Bizyukova I.V. Management personnel: selection and assessment: Textbook. - M.: Publishing house. Economics, 2011 - 579 p.

At the enterprise level, labor organization is considered as a system of rational interaction of workers with the means of labor and with each other, based on a certain order of construction and sequence of implementation of the labor process, aimed at obtaining high final socio-economic results.

In the course of the development of the methodology for organizing labor activity, two directions of its construction were identified - separation and cooperation.

The main differences in these points of view come down to determining the place and role of each subject of labor activity.

The choice of rational types of division of labor depends on the type of production, the volume and complexity of products, the technical equipment of production, the level of its organization and presupposes the justification of the optimal boundary of the division of labor.

2. Organization of the labor process at the enterprise

2.1 Characteristics of the enterprise

The history of the organization began in the spring of 1999. A group of like-minded people decided to create an enterprise that would be engaged in the development of Oil Areas in the South-Eastern Region of the Republic of Tatarstan. Thus, on April 30, 1999, ONP-Region LLC was registered and began its activities.

The composition of the enterprise’s specialists certified by NAKS as specialists welding production Level II or III, having extensive experience working in oil and gas enterprises gas industry, in the field of road construction, availability of approvals, licenses for all types of work listed below, level II certificates in the Transsert voluntary certification system in accordance with GOST R ISO 9001-2001, specialized domestic and imported machinery, equipment and vehicles, our own certified non-destructive testing laboratory , a production base equipped with everything necessary for timely repair and maintenance work allows the company to successfully work in the following areas:

Construction of oil and gas production facilities and facilities

Construction of oil product pipelines, major repairs of oil pipelines and water pipelines at existing fields

Construction and overhaul of tanks for any purpose

Construction of oil and gas fields

Anti-corrosion pipe insulation

Installation of block boxes for cluster pumping stations

Installation of metal and reinforced concrete structures, foundation installation

Full range of earthworks

Construction of roads, incl. 1st category roads

International cargo transportation

Transportation of large cargo on MAN TGA 33.480 6X4 vehicles and STOKOTA SAU.N2.01 semi-trailers

The main customers are structural units companies such as:

AK "Transneft", OJSC "Transnefteproduct", OJSC "TNK", NK "Yukos", OJSC "Lukoil", OJSC "RITEK", OJSC "Tatneft", Department of the M-7 Moscow - Nizhny Novgorod "Volga-1" highway

Today ONP-Region LLC is an enterprise with an average staff of almost 100 people.

These are electric and gas welders, installers, insulators with the highest categories and all kinds of approvals, including the approval of AK Transneft. These are drivers of pipe layers, excavators, bulldozers, rollers, graders, and other special road and construction equipment with at least 10 years of experience in their specialty. This is engineering and technical personnel, making up less than twenty percent of the total number of employees - a qualitative, rather than quantitative approach to managing a company. Rosenberg A.M. Working conditions and social adaptation of workers at the enterprise: Textbook. - Sverdlovsk: Fakel, 2011 - 223 p.

Production base for modern Maintenance with a total area of ​​over twenty thousand square meters, two repair bays equipped with everything necessary to carry out quick and high-quality repairs of the company’s equipment.

In today’s saturated market for services in the field of arrangement of oil and gas production facilities, pipeline and road construction, the existence of powerful construction companies, with several decades of experience, focus on performing work efficiently and on time allowed the company, in conditions of fierce competition, to win the trust of customers and the respect of partners.

2.2 Organization of the labor process

The basis of the enterprise's activities is manufacturing process, the main elements of which are: labor as the purposeful activity of people aimed at creating material wealth; objects of labor - raw materials and materials from which products are made; means of labor with the help of which the production process is carried out - units, machines, equipment that represent the material and technical base of production.

The labor process is a set of actions by workers to expediently change the subject of labor.

Figure 2 - Classification of labor processes at the enterprise

2.3 Analysis of conditionswork and restorganization personnel

The labor process at an enterprise takes place under certain production conditions that affect the results of the work of performers and their health.

Working conditions are a set of factors that determine the production environment in which workers perform their production functions, and affecting the functional state of their body, health and performance.

Working hours are from 8-00 to 17-00, at development sites up to 12 hours, including a one-hour lunch break and, accordingly, dinner during the 2nd shift. Holiday conditions include:

10 min breaks every hour;

28 calendar leave with possible splitting.

Salary:

Production bonuses;

Harmfulness premiums;

For the second shift;

For qualification. Genkin B. M. Organization, rationing and remuneration for labor industrial enterprises: textbook for universities. 3rd ed., rev. and additional - M.: Norma, 2010 - 448 p.

The fact is that satisfaction with some individual elements of work has decreased compared to 2009, while with other elements it has increased. Thus, the degree of satisfaction with the organization of work increased (from 2.85 to 3.40), the content of work (from 3.27 to 3.54), and the relationship with the manager (from 3.32 to 3.81). But satisfaction decreased in such elements as: working conditions (from 3.29 to 3.20), wages (from 2.61 to 2.36), relationships in the team (from 4.42 to 4.05).

2.4 Motivation and stimulationwork force

Staff satisfaction with pay and opportunities career growth not tall. Employees are not given the opportunity to participate in management; most decisions are made by senior management. At the same time, the organization is characterized by an authoritarian leadership style and the moral and ethical aspects of interaction between top management and employees are not highly rated. But partly due to strict control over personnel, a high level of discipline and compliance with standards are achieved.

Much attention is paid to the development and training of personnel and additional financial incentives.

The problems that exist in the company in terms of structure and personnel and the work carried out in personnel management are due to the reluctance of employees to perform work at the proper level. One of the reasons is that not all personnel needs are taken into account when organizing work in the field of personnel management. A special category are young workers, who make up the majority of the workforce and are the most problematic.

Thus, the instrumentally motivated type of employee is the most widespread. This is confirmed by the fact that the main factor shaping the attitude towards work is wages, and by the fact that the leading motivation is receiving Money. At the same time, this is explained by the fact that the financial situation of the absolute majority of workers has left the only motivation - to earn a living.

3 . Directedimprovement to increase the efficiency of labor use

Since 2009, at least 70% of respondents indicated the difficult, harmful or dangerous nature of their work, and only slightly more than 20% of respondents did not find any particular signs of difficulty or harmfulness in their working conditions.

A decrease in satisfaction with the organization and working conditions leads to a decrease in job satisfaction in general. Despite the increased family burden associated with running a household and raising children, the number of women for whom work is something secondary, not the most important thing in life, is almost the same as among men: 8 and 6%, respectively.

As signs of a successful career, women more often note that the job matches their abilities, knowledge, and skills (49% of surveyed men and 59% of surveyed women), and also more often believe that work should benefit society (22-27%, respectively) and less often - high income (60 and 53%). Judgments of the working population about the meaning of work for them, although not significantly, also differ depending on age, with the main shift occurring at the age of approximately 30 years.

Unlike workers in older age groups, young people are less likely to name as signs of a successful career the correspondence of the job to abilities, knowledge, and skills (49% of the youth surveyed), and the fact that “the work should benefit society” (21%), but almost as often “ high earnings" (60%); “high professional skill” (27%); "fame, recognition, respect."

IN modern conditions high satisfaction with pay cannot be formed. For the period from 2007-2010. the share of those who are dissatisfied with their salaries remained at a consistently high level (about 80% of all employed in industry), and only in 2010 decreased slightly. To a greater extent, salaries suit managers (55% of respondents in this group) and specialists (36%) than employees, skilled and unskilled workers (24% of respondents in each group).

Material interest is one of the main incentives for work activity, and this is what respondents identified as the most important motive for themselves and in their teams (77% and 71% of elections with scores of 4.54 and 4.61 points, respectively). In second place were motives such as the desire to work quietly (safety conditions at work and social comfort), as well as good relations with colleagues.

To improve the quality of work, it is necessary to carry out the following series of activities:

Carry out constant monitoring of employee job satisfaction;

Formation of a team of highly qualified employees capable of achieving the goals of the organization;

Create conditions for career advancement and professional development;

Develop a methodology for managing staff turnover;

Compose individual plans career growth for employees;

Introduce the practice of material incentives for employees with high potential for achieving their goals.

Determination of the motivational structure of staff turnover (employees fill out questionnaires in which they indicate the reasons for dismissal, final interviews are conducted with them; the data obtained is systematized and analyzed; on their basis, measures to manage staff turnover are planned);

Development of a system of measures aimed at rejuvenation staffing. It includes the following areas: material incentives for senior employees to retire, attracting young specialists (preference is given to trained graduates of secondary specialized and higher educational institutions), and retaining them in the enterprise. 3.2 Introduction of a tariff-free method of remuneration

The most common type of worker is the instrumentally motivated one. This is confirmed by the fact that the main factor influencing the quality of work is wages, and by the fact that the leading motivation is receiving money. At the same time, this is explained by the fact that the financial situation of the absolute majority of workers has left the only motivation - to earn a living.

IN modern society, for its effective development in the production and labor sphere, it is necessary to stimulate highly efficient, high-quality, creative work. That is, a professionally motivated type of employee.

The problem is that this contradiction, between the type of worker produced by society and the type of worker who would be most effective for society, has not attracted due attention from either the workers themselves or employers.

Thus, in order to increase the impact of labor organization, it is necessary:

1) stimulate the return of the production potential of each employee by determining and managing his labor potential;

2) eliminate the equalizing approach to wages, ensuring that wages depend on the quantity and quality of labor;

3) stimulate the growth of the technical and organizational level of production, cost reduction and increase in product quality;

4) interest the labor cell and involvement in the assessment individual results labor, wage formation;

5) introduce a ratio in the remuneration of workers of various categories, taking into account the complexity of the work, working conditions, achievement of final production results and the competitiveness of products.

Thus, the basis for organizing wages should be technical standardization of labor, tariff standardization of wages, forms and systems of remuneration.

This will allow not only to motivate each individual participant in the process for labor actions, but also the entire team as a whole due to the presence of dependence between each subject.

Conclusion

The organization of labor activity for an enterprise (organization) is expressed in the desire to engage and realize the maximum physical and spiritual strength of the participants in the process, that is, workers, to use their knowledge, experience, and abilities to achieve certain quantitative and qualitative results. The basis of labor organization is to realize the employee’s labor potential under the influence of perceived needs and formed interest.

The creation of a person’s attitude towards work and his immediate behavior is influenced by a large group of objective (external) and subjective (internal) factors.

Labor organization as social problem in the conditions of an industrial enterprise, it receives a more rigorous solution based on a differentiated analysis of factors in the labor activity of personnel.

The most common type of worker is the instrumentally motivated one. This is confirmed by the fact that the main factor that shapes the attitude towards work is wages, and by the fact that the leading motivation is to receive money. At the same time, this is explained by the fact that the financial situation of the absolute majority of workers pursues the only motivation - to earn money for subsistence, as well as to improve personal benefits.

In today's society, for its most effective development in the production and labor sphere, it is necessary to stimulate highly efficient, high-quality, as well as creative work of workers. That is, a professionally motivated type of employee.

The essence of the organization of wages should be technical standardization of labor, tariff standardization of wages, forms and systems of remuneration.

But in addition to this, it is advisable to introduce a tariff-free method of forming wages. It is on this form that the quality and quantity of work performed by each participant in the labor process depends exclusively.

This will allow not only to motivate each individual participant in the process (worker) for labor actions, but also the entire team as a whole due to the presence of dependence between each subject.

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Ways to improve the efficiency of using labor resources

Kolesnikov Alexey Vladimirovich,

student at Kerch State Marine Technological University.

The article discusses the essence and characteristics of labor resources. The main problems limiting the development of labor resources of the enterprise and the country as a whole have been identified. The main directions for improving the development and use of labor resources are proposed.

Keywords:labor resources, efficiency of use, unemployment, education.

Introduction

Currently, market transformations are taking place in the Russian economy, affecting the entire sphere of social reproduction, as a result of which changes are also taking place in social and labor relations. All this determines the need to ensure increased efficiency in the development of various sectors of the economy, which in turn is not possible without regulating the movement of labor resources.

In addition, the development of society is primarily determined by the number and composition of the population, which is understood as the totality of people living in a certain territory - in a country, region, municipality of a district, city. However, the factor of economic growth is only that part of the population that can be classified as “labor resources”.

The purpose of the article is identifying the main problems impeding the development of labor resources, as well as proposing measures aimed at increasing the efficiency of use of Russian labor resources.

Presentation of the main material

For the first time, the term “labor resources” was used by academician S.G. Strumilin in the 20s of the twentieth century. In addition, this problem is covered in the works of Kibanov A.Ya., Vechkanov G.S., E.S. Eremina, Odegova Yu.G., Maguri M.I.

Table 1.

Definitions of the term “labor resources” by various authors.

Summarizing the opinions expressed above, it can be argued that labor resources should be considered from the point of view of their qualitative and quantitative characteristics. On the qualitative side, the country’s labor resources are characterized by the level of education, professional and qualification training, quality of health, spiritual and moral level of the working population, as well as creativity and mobility. On the quantitative side, labor resources are characterized by the size of the population of working age.

A characteristic feature of each economic system is that one of the powerful factors in improving the quality of products and services provided, increasing productivity and efficiency of labor, and generally expanding the volume of social production is the improvement of a person’s natural and acquired abilities to work.

In modern economic conditions, the development of labor resources in Russia and in particular Crimea is not possible without eliminating or reducing the influence of factors that limit their development. These factors include the low quality of healthcare and socio-cultural services, the negative demographic situation, the growth of open and hidden unemployment, the low level of the system for the reproduction of qualified personnel, the “brain drain”, the worsening environmental situation, as well as the overall instability of economic development.

Consequently, state policy in the field of increasing the efficiency of development and use of labor resources should be aimed at transition Russian economy from a raw material orientation to an innovative developed economy, with developed production, intellectual potential, and advanced technologies.

It is advisable to group the main directions for increasing the efficiency of using labor resources (Fig. 1).

Thus, the most relevant reserve for increasing the efficiency of use of labor resources by enterprises is various forms property is a reduction in staff turnover as a result of improving the microclimate, optimizing conditions of payment, work and rest, providing housing and improving the service sector.

Rice. 1. Directions for increasing the efficiency of using labor resources.

However, the implementation of these areas will be effective only with the intervention and support of the state, which should primarily be expressed in improving the legislative framework, as well as providing support for young professionals at the state level. Obviously, the state’s task is to redistribute labor resources in favor of labor-deficient areas and cities by increasing the geographic mobility of the population, expanding the scale of labor migration, as well as stimulating the interest of workers in mastering new professions and territories.

The most acute problem at this time is the growth of unemployment in all its forms, especially this situation concerns regions remote from the central part of Russia. In table 2 presents data Federal service state statistics on the number of unemployed in the regions of the Russian Federation.

Table 2.

Number of unemployed in the constituent entities of the Russian Federation, on average per year (according to sample surveys of the population on employment problems), thousand people.

One of the options for solving this problem may be to increase employment in small businesses, which would become possible as a result of taking additional legal measures and reducing the interest rate when applying for a loan. The implementation of these measures will contribute to the growth of small businesses, which in turn will reduce the unemployment rate.

Subject to increasing employment of the population and increasing the efficiency of its reproduction, the state will be faced with the task of directing greater volumes of investment in housing construction, education, culture, healthcare, science, as well as in other sectors of social infrastructure.

To solve these problems, a large volume is required financial resources, as well as improving the legislative framework. One of the sources of financing could be funds from the population, accumulated in order to create financial mechanisms for long-term lending. In addition, at the initial stage of implementing the state policy for the development of labor resources, financial resources could be obtained by redistributing part of the national wealth that is privately owned as a result of violation of the law.

According to the Federal State Statistics Service (Table 3), the largest share of the country's population is employed in wholesale and retail trade, repairs, as well as in the hotel and restaurant business.

Table 3.

Employed population of the Russian Federation by type of economic activity at the main job, on average for the year, % .

Particular attention should be paid to improving labor legislation. In this direction, it is necessary to tighten the liability of unscrupulous employers for violation of labor laws.

The development of the education sector also remains a pressing problem. Modern tendencies are such that over the past 10-15 years the professional and qualification structure of the employed has changed significantly. This is due, firstly, to a decrease in the share of engineering and technical specialists of all profiles and areas (the main reason for this phenomenon is the decline in production and low wages), and secondly, to an increase in the number of managers, financiers, economists, as well as workers with new professions in the service sector and tourism business.

As a result, the supply for most specialties exceeds the need for them, and every year the number of specialists who do not have the opportunity to demonstrate their professional qualities in practice is growing due to their oversupply. This discrepancy occurs as a result of the fact that most educational institutions carries out training of specialists in those specialties that are popular among the population, but are not in demand in the real labor market.

This situation is typical both for all of Russia as a whole and for the Republic of Crimea, where the main problem of the development and effective functioning of labor resources is the overabundance of university graduates who have mastered the most popular specialties (economists, financiers, lawyers) and the lack of workers in engineering and technical specialties, the need which is increasing due to the new state policy towards the Republic of Crimea, aimed at the restoration and development of industrial and agricultural enterprises.

In this regard, financial investments in the field of education should be targeted and directed to those areas and industries that are in demand in the real labor market.

conclusions

Thus, at present, the main factors that hinder the effective development and functioning of labor resources are the instability of the economic system, the discrepancy between supply and demand for skilled labor and certain specialties, insufficient government regulation of employment and the need to improve labor legislation, taking into account the interests of not only employers, but also workers.

At the state level, interaction between leading entrepreneurs and heads of state corporations with state higher educational institutions should be ensured in order to identify the need for certain specialists and their training under special programs.

Subject to the implementation of these measures, it will be possible to direct the necessary resources to national revival, which will ultimately contribute to increasing the efficiency of development and use of labor resources.

Literature

1. Vechkanov G.S. Problems of labor resources in Russia: Socio-economic research / G.S. Vechkanov. – St. Petersburg: Petropolis, 1995. – P. 20.

2. Kibanov A.Ya. Human resources management: textbook / ed. AND I. Kibanova. – M.: INFRA-M, 2009. – 284 p.

3. Magura M.I. Personnel performance assessment: Practical. a manual for managers at various levels and HR specialists. / Magura M. I., Kurbatova M. B. - M., 2001. - 347 p.

4. Ostapenko Yu.M. Labor Economics: textbook. village / Ostapenko Yu.M. – M.: INFRA-M, 2003. – 296 p.

5. Fedyakin V.V. Formation of a strategy for motivational management of labor resources at an industrial enterprise / Fedyakin V.V. // Entrepreneurship. – 2007 – No. 5. – pp. 84-91.

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