The process of personnel management in business. Personnel management in small business. Federal Agency for Education

Concept of management

Control is a comprehensive concept that includes all activities and all decision makers, which includes the processes of planning, evaluation, project implementation and control.

Management theory as a science arose at the end of the last century and has since undergone significant changes.

The very concept of “scientific management” was first introduced into use not by Frederick W. Taylor, rightfully considered the founder of management theory, but by Louis Brandeis, a representative of American freight companies, in 1910. Subsequently, Taylor himself widely used this concept, emphasizing that “management is a genuine a science based on precisely defined laws, rules and principles.”

For the past 50 years, the term human resource management has been used to describe the management function devoted to hiring, developing, training, rotating, securing, and terminating personnel.

- a type of activity for managing people, aimed at achieving the goals of a company or enterprise by using the labor, experience, and talent of these people, taking into account their satisfaction with work.

IN modern approach The definition focuses on the contribution of satisfied employees to corporate goals such as customer loyalty, cost savings and profitability. This is due to the revision of the concept of “personnel management” in the last decade of the twentieth century. In place of the contradictory relationships between employers and employees, in which the work environment of the organization was dominated by strict regulation of procedures for interaction with employees, an atmosphere of cooperation has arrived, which has the following features:

• collaboration within small working groups;
• focus on customer satisfaction;
• significant attention is paid to business goals and staff involvement to achieve these goals;
• stratification of organizational hierarchical structures and delegation of responsibility to work group leaders.

Based on this, we can highlight the following differences between the concepts of “personnel management” and “human resource management” (Table 1):

In terms of meaning, the concept of “Human Resources” is closely related and correlates with such concepts as “personnel potential”, “labor potential”, “intellectual potential”, exceeding in scope each of them taken separately.

At the same time, an analysis of the content of vacancies in this category - manager/manager/consultant/specialist - indicates that there is no fundamental difference between “personnel” and “human resources” specialists.

• planning the need for qualified employees;
• drawing up staffing schedules and preparing job descriptions;
• and formation of a team of employees;
• work quality analysis and control;
• software development vocational training and advanced training;
• employee certification: criteria, methods, assessments;
• motivation: salary, bonuses, benefits, promotions.

Personnel management models

In modern conditions, in global management practice, various personnel technologies and personnel management models are used, aimed at more fully realizing labor and creative potential to achieve overall economic success and satisfy the personal needs of employees.

In general, modern models of personnel management can be divided into technocratic, economic, and modern.

Experts and researchers from developed countries identify the following models of personnel management:

• management through motivation;
• framework management;
• management based on delegation;
• entrepreneurial management.

Management through motivation relies on the study of the needs, interests, moods, personal goals of employees, as well as the possibility of integrating motivation with production requirements and goals of the organization. Personnel policy under this model is focused on the development of human resources, strengthening the moral and psychological climate, and the implementation of social programs.

is the construction of a management system based on motivation priorities, based on the choice of an effective motivational model.

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, promotes increased job satisfaction and develops a corporate leadership style.

Management by delegation. A more advanced system of human resource management is management through delegation, in which employees are given competence and responsibility, the right to independently make decisions and implement them.

At the core entrepreneurial management lies the concept of intrapreneurship, which received its name from two words: “entrepreneurship” - entrepreneurship and “intra” - internal. The essence of this concept is the development of entrepreneurial activity within an organization, which can be represented as a community of entrepreneurs, innovators and creators.

IN modern science and management practice, as evidenced by the above analysis, there is a constant process of improvement, renewal and search for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource of business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, organizational environment. A model that functions successfully in one organization may be completely ineffective for another, since it was not possible to integrate it into the organizational management system.

Human resource management concept

Human resource management concept— theoretical and methodological basis, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions.

Today, many people recognize the concept of personnel management of the famous Russian management scientist L.I. Evenko, which identifies four concepts that have developed within three main approaches to personnel management:

• economic;
• organic;
• humanistic.

The economic approach gave rise to the concept of using labor resources. Within this approach the leading place is occupied by technical, rather than managerial, training of people at the enterprise. At the beginning of the 20th century. Instead of a person in production, only his function was considered - measured by costs and wages. In essence, it is a set of mechanical relations, and it should act like a mechanism: algorithmically, efficiently, reliably and predictably. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR - in the exploitation of labor by the state.

Within the organic paradigm, the second concept of personnel management and the third concept of human resource management consistently emerged.

The scientific basis of the concept of personnel management, which developed since the 30s, was the theory of bureaucratic organizations, when a person was considered through a formal role - position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

Within the framework of the concept of human resource management, a person began to be considered not as a position (structure element), but as a non-renewable resource- element social organization in the unity of three main components - labor function, social relations, and the state of the employee. In Russian practice, this concept has been used in fragments for more than 30 years and during the years of perestroika it became widespread in the “intensification human factor».

It was the organic approach that outlined a new perspective for personnel management, bringing out this type of management activities beyond the traditional functions of labor organization and wages.

At the end of the twentieth century. with the development of social and humanitarian aspects, a human management system was formed, where people represent the main resource and social value of the organization.

Analyzing the presented concepts, it is possible to generalize approaches to personnel management, highlighting two poles of the role of man in social production:

• person as a resource production system(labor, human, human) - an important element of the production and management process;
• a person as an individual with needs, motives, values, relationships is the main subject of management.

Another part of the researchers considers personnel from the perspective of the theory of subsystems, in which employees act as the most important subsystem.

Taking into account all of the listed approaches to analyzing the role of a person in production, we can classify known concepts in the form of a square as follows (Fig. 2).

The ordinate axis shows the division of concepts according to their inclination towards economic or social systems, and on the x-axis - by considering a person as a resource and as an individual in the production process.

Personnel management is a specific function of management activity, the main object of which is a person included in certain groups. Modern concepts are based, on the one hand, on the principles and methods of administrative management, and on the other hand, on the concept of comprehensive personal development and the theory of human relations.

UDC 159.9.23

SELECTION AND PERSONNEL MANAGEMENT IN THE STRUCTURE OF BUSINESS ACTIVITIES

N.N. KAZIEVA

(Dagestan State University)

The current problems of increasing labor efficiency in the field of entrepreneurial activity through optimal selection and personnel management are considered. Open effective methods personnel policy. A psychological model of working with personnel is proposed.

Key words: entrepreneurial activity, activity, management, self-management, personnel, personnel policy.

Introduction. Currently, the personnel policy of an organization is becoming one of the components of the corporate image, on which the success of the organization largely depends. Changes in the labor market entail changes in personnel policies in organizations, which is reflected in the specific fates and professional paths of specialists. Personnel processes combine a person’s professional path with social processes and situations in society and the organization into an integral system.

The main content of personnel policy and personnel management. The goal of personnel policy should be an economically feasible and psychologically justified (taking into account abilities, skills, aspirations and motivation) distribution of personnel between vacant jobs. Personnel planning, which is a complex activity (planning personnel requirements, attracting and reducing personnel, training, retaining staffing etc.), becomes integrating integral part entrepreneurial planning. Types of personnel planning are determined by both external (changes in market conditions and structure, competitive relations, economic policy, etc.) and internal factors (planned sales volume, equipment, technology, organization of production and labor, staff turnover, etc.).

It is very difficult to make the expectations of a person and the expectations of an organization consistent with each other, since they consist of many individual expectations, for the coordination of which it is necessary to create a complex and flexible system linking the interests of individuals, groups, departments and the organization as a whole. For each person, the combination of expectations regarding various aspects of work that forms his generalized expectation in relation to the organization is different. Moreover, both the structure of expectations as a whole and the relative degree of importance of individual expectations for an individual depend on many factors (personal characteristics, goals and the specific situation in which he finds himself, characteristics of the organization, etc.).

In turn, the organization expects the person to prove himself as a specialist in a certain field, sharing the values ​​of the organization and contributing to its successful functioning and development; as a team member capable of supporting a good relationship with colleagues, etc. HR process management is one of the most important aspects of the personnel policy of any organization. Since the optimization of personnel processes is associated, first of all, with the impact on people, its effectiveness cannot be achieved without the use of specific tools and technologies that are based on psychological data.

An analysis of three management strategies - bureaucratic, humanistic and organizational-cultural - indicates that the first two do not contribute to the creation of a favorable situation of interaction. The bureaucratic strategy does not take into account the human factor; the humanistic strategy distances the goals and values ​​of top management from the goals and values ​​of the staff. Use-oriented management strategy only organizational culture,

implies that the command senior managers seeks to connect employees with their goals and values, activating emotions and feelings that awaken loyalty, loyalty and commitment to the company. Thus, the defining feature that distinguishes the use of culture from other forms of management is that culture is communicated to its participants through the expression of feelings, beliefs and attitudes.

Organizational culture is assessed and internalized by organizational members and influences their organizational behavior. Therefore, organizational culture can be considered as a determinant of the social life of an organization - one of the organizational subsystems that performs such significant functions as adaptation and integration of its employees. The concept of “organizational culture” is new and underdeveloped, but it tends to give special meaning to relationships, feedback mechanisms, and ideas about the correspondence between various elements of the organization.

In the problem of interaction between a person and an organization, the emphasis shifts to mutual interest and unity of value and semantic principles. This is reflected in the organizational-cultural approach to management, within which organizations are viewed as normative and value systems. A key role in management is played by the values, beliefs, and interests of people towards whom management actions are oriented. The use of an organizational-cultural approach in management involves the involvement of emotional factors.

The elements of organization underlie the identification of recruitment criteria in an organization. Traditionally, the decisive importance as personnel selection criteria is job responsibilities, professional tasks and working conditions. In modern conditions, the traditional approach is complemented from the point of view of matching the qualities of personnel with the characteristics of the organization. Any organization is a flexible, dynamic structure, the development of which has a certain cyclical nature. At the stage of intensive growth, personnel management is mainly aimed at the formation of personnel - attracting and hiring personnel, assessing candidates, placing and adapting personnel. At the stabilization stage, the most significant issues are assessment and intensification of labor, personnel certification, formation personnel reserve, development of a labor incentive system. The recession stage requires work to optimize the personnel program and its restructuring.

Personnel management is always the implementation of one form or another of power. Exist individual differences preferred by managers various forms authorities. Leaders with high levels of anxiety tend to use power based on sanctions and traditional authority. Managers who view their success solely as a result of their own merits, professionalism and high level of knowledge prefer power based on rewards. Expert and charismatic forms of power are attractive to those who are flexible in communication and easily enter into new social contacts.

The choice of forms of power is also determined by the characteristics of the situation. In situations in which leadership is complicated by objective reasons (lack of information, time limits, high degree of responsibility), the leader prefers to use forms of power based on rewards, sanctions, and expert power.

The effectiveness of an organization's personnel policy depends on taking into account the characteristics of behavior regulators inherent in its personnel. Such regulators traditionally include the value-semantic orientations of the individual and his values. Values ​​are explicit or implicit concepts of what is desirable that characterize an individual or group and determine the choice of types, means and goals of behavior.

Organizational values, reflecting the employee’s conscious attitude towards various organizational factors, are a significant component of the organization. In an organization as a complex system, there are always actual contradictions at the level of values. Most common

The list of values ​​and value alternatives that workers regularly encounter includes: power, law, work, results, age, education, equality of people, attitude to risk, helping others, reward or punishment, pleasure.

Management of personnel processes in an organization is based on ideas about labor motivation. Motives associated with a person’s work activity can be divided into three groups: motives labor activity, choosing a profession and choosing a place of work. Specific activity is determined by all these motives.

Numerous concepts of work motivation are concentrated around two theories: entrepreneurs are characterized by a refusal of incentives and an appeal to motivation, to the expansion of motivational zones that can encourage staff to work effectively. Such a motivational factor as “salary” does not stand out as sharply as one might expect. The leading motivational factors include:

Interest in your business;

Desire to meet the high expectations of the company's leader;

The need to work among professionals of your level;

It's a pleasure to work among these people.

A significant problem of motivation management is the high level of work motivation in the company, on the one hand, and the contract system, on the other. Research shows that many professionals are traumatized by the contract system: they view the firm's right to terminate a contract upon expiration as an expression of control over labor efficiency. Service departments are especially vulnerable in these cases. They account for the largest volume of such work, where success is unnoticeable, but failures, on the contrary, are accompanied by the greatest publicity. Therefore, service departments of companies are the most conflict-prone.

In this regard, intra-organizational personnel movements should be carried out within the framework of an individually planned professional career. A career creates the prerequisites for the creative growth of a professional and his self-actualization in the organization. In this context, a professional’s career acts both as a result, an expression, and as a condition for the continuous professionalization of the subject of activity. A poorly planned career is a hindrance to the professional development of an individual, and in the context of an individual’s life path, a source of deep dissatisfaction with life in general.

A fundamental feature when recruiting personnel for structures organized by successful entrepreneurs is the rejection of the functional-hierarchical lattice (it doesn’t matter who you were before - what matters is whether you can independently implement the task here and now). When selecting personnel, great attention is paid to communication skills and initiative. When hiring personnel, one should take into account the correspondence of the personal characteristics of employees, first of all, the value and semantic aspirations, philosophy and values ​​of the organization. Only in this case will the values ​​formulated in the organization’s philosophy be truly embodied.

Entrepreneurship requires such tension that it gives rise to an attitude of minimizing effort. Therefore, entrepreneurs prefer to work with professionals who are able to quickly make decisions and implement tasks. Entrepreneurs want to communicate with a fairly narrow circle of “understanding” people. In the company, the head and management team work with almost every employee. This reveals a specific characteristic of management culture: not to use second-hand information, but to control, as far as possible, through the direct executor. Obviously, this creates a problem of overload for the entrepreneur.

Researchers note that in Russian business structures, when recruiting personnel, management often declares requirements for candidates based on the principles

principles of entrepreneurial culture, and the real assessment of candidates is made according to the principles operating in the clan structure. Representatives of an entrepreneurial culture do not fit in well in a clan-based organization that views the value of an employee in terms of their loyalty, and solving the problem to increase employee dependence.

In connection with the tasks of designing an employee’s career, it is necessary, first of all, to diagnose the level of professional development of the subject of activity, his life values, the direction and depth of areas of development of professionally important qualities and skills, as well as the introduction of procedures for correcting the professional’s style in order to increase the efficiency of the professional’s functioning in a certain system requirements

Career planning for specialists is carried out in the context of the development plans of the organization itself, those innovative processes that are a condition for its survival and development. Therefore, an essential aspect of managing personnel processes is taking into account the innovative potential of the staff and the organization as a whole as a system.

In order for employees to work successfully, achieve high results in their activities, and be satisfied with their profession and place of work, certain conditions should be created:

The work should interest the employee and create positive motivation for responsible activities;

Highly professional training of the employee (selection for each employee of such work activity that would correspond not only to his interests, but also to his individual characteristics);

Optimal organization for efficient work (convenient workplace, aesthetically designed production premises, optimal work and rest regime).

Based on the above premises, we can formulate the main tasks or areas of work of psychologists in an organization:

Formation of positive motivation for work among employees;

Selection, assessment and placement of personnel;

Improving the process of industrial training, increasing the level of professional competence of workers;

Optimization of working conditions.

Professional adaptation is the gradual introduction of a new employee into specific conditions professional work. Social adaptation is adaptation to a set of new roles and connections with the surrounding social environment, as a result of which a certain correspondence of individual needs to organizational requirements is achieved. To the means and methods information support adaptation control may include periodic conversations with the employee at the workplace, conversations with managers at various levels, comprehensive studies of the degree of job satisfaction, analysis of objective data on the employee’s activities, etc.

The information received is included in the organizational support system for the adaptation process in the organization. Such a system can be based, for example, on organizational standards that define the basic procedures for the influence of different management levels on employee adaptation. An integrated system of information and organizational support for adaptation control allows not only to manage this process, determine ways of professional growth, but also to implement effective preventive measures to eliminate the causes of staff turnover in the organization.

The logic of development of management concepts represents a transition from a mechanistic understanding of this phenomenon (early management theories) to a person-oriented one. Modern researchers and practitioners place emphasis on understanding the significance of human

factor a. Within the framework of this approach, the priority of human resources is postulated, due to its uniqueness and limitlessness. The effectiveness of an organization is directly related to the state of this resource. The key issues of personnel management are the problems of planning and development of human resources. In this case, a resource means not only the professional skills of the organization’s employees, but also their individual psychological characteristics, motivation, expectations, value system, etc. .

Concern for the development and training of personnel is of particular importance. By creating conditions for employee mobility and self-regulation, accelerating the process of adaptation to changing production conditions, personnel training includes all efforts to maintain or increase qualification level working through additional training. However, personnel development is not main task for most entrepreneurs who have no idea what types of learning situations are needed to grow professional qualities and how their organization could harness the creative capabilities of its employees. There is a widespread misconception that the workplace is not a place of learning; educational institutions exist for this purpose.

The model we propose for working with personnel as self-management is not yet so actively used in practice. Traditionally, self-management was considered only as a section related to scientific organization work of a manager and only recently began to stand out as an independent field of knowledge. Within the framework of the considered approach, self-management should become an effective tool for the psychological study of enterprise employees.

Conclusion. An analysis of the personnel selection and management system in the structure of business activity allows us to draw the following conclusions:

The goal of personnel policy is the economically feasible and psychologically justified (taking into account abilities, skills, aspirations and motivation) use of labor resources, planning of personnel needs, attraction and reduction of personnel, training, retention of personnel, etc.;

The directions of an organization's personnel policy are determined by both external and internal factors;

The effectiveness of an organization’s personnel policy depends on taking into account the characteristics of the main regulators of behavior inherent in its personnel, which include, first of all, the value-semantic orientations of the individual and his values;

The problem of understanding the patterns and mechanisms of development, training of personnel and the realization of their creative potential is being updated.

In the field of entrepreneurial activity, there is a real opportunity to increase the activity of personnel through the integrated use of modern methods research and consulting, as well as the dependence of effective personnel policies, taking into account the characteristics of psychological regulators of behavior inherent in personnel.

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PERSONNEL RECRUITMENT AND MANAGEMENT IN BUSINESS STRUCTURES

(Dagestan State University)

Some current questions of the labor productivity increase in the business area through the optimal personnel recruitment and management are considered. Some effective techniques of the recruitment policy are described. A psychological model of the personnel development is offered.

Keywords: entrepreneurship, activity, management, self-management, personnel, recruitment policy.

COURSE WORK

HR management in small business

Introduction

The chosen topic of the course work is relevant at the present time, since the number of small business companies in Russia is constantly growing and for them, as for any modern enterprise, personnel management is one of the most important steps to the maintenance and prosperity of their activities. Firstly, this area of ​​activity reduces the costs of finding new employees, their adaptation and training in the organization, which is of paramount importance for small businesses. Secondly, it increases the efficiency of the organization’s personnel through competent direction and arrangement of work. Thirdly, this topic helps to identify shortcomings in the work of a personnel manager, whose functions in a small enterprise are usually performed by the main manager, to find ways to turn them into advantages, to unite the team for more effective work, etc. Studying this topic is a mandatory task of the enterprise in order to ensure effective activities and maintaining it at this high level.

The object of study of the course work is Dentalium LLC, the subject is the process of personnel management in small businesses.

The purpose of the work is to analyze the features of personnel management in small businesses and develop recommendations for improving personnel management at Dentalium LLC.

To achieve the goal, the following tasks are solved:

determining the place of personnel management in the company’s management structure;

Identifying the HR management process in small businesses;

analysis of the features of training, adaptation and hiring of workers in small businesses;

Analysis of personnel management activities at Dentalium LLC;

The first chapter discusses the theoretical foundations - the concept and essence of small business in Russian Federation, features of personnel management in small business organizations.

The second discusses in detail such important points personnel management, such as training, adaptation, relations between personnel and the manager in relation to small organizations.

The third chapter examines the practical application of personnel management activities at Dentalium LLC, analyzes the current situation, describes the organization, control and implementation of new techniques to improve the situation in the organization.

When writing the course work, the literature and articles of the following authors were used: Grazhdankina E.V., Silevanov A.T., Kibanov A.Ya., Vesnin V.R. etc.

1. The theory of personnel management in small business organizations

.1 The concept and essence of small business

personnel adaptation management manager

An enterprise is an independent economic entity formed as a result of its creation by an entrepreneur or an association of entrepreneurs to produce products, perform work and provide services in order to satisfy public needs and make a profit.

The main features of an enterprise that make it an independent subject of market relations:

Organizational unity is the presence at the enterprise of a team organized in a certain way, having its own internal structure and management procedure.

Production and technical unity is the unification of an enterprise economic resources for the production of goods and services (a certain set of means of production, capital, technology).

The presence of separate property that the enterprise independently uses for certain purposes.

The enterprise bears full responsibility with its property for obligations arising in the course of its activities.

Operational, economic and economic independence - the enterprise itself carries out various types of transactions and operations, makes profits and incurs losses.

The Civil Code of the Russian Federation defines the main goal of a commercial enterprise - achieving greater profits or greater profitability, that is, the excess of results over costs. The company also has the whole complex multi-level goals that determine the strategy of activity and make up a tree of goals for a given enterprise.

Problems solved by the enterprise in the process of its operation:

Uninterrupted and rhythmic production of high-quality products in accordance with existing production capabilities.

Satisfying public needs for products, taking into account consumer requirements in every possible way, forming an effective marketing policy.

Effective use production resources(fixed capital, material, financial and labor resources), increasing production efficiency.

Development of strategy and tactics for enterprise behavior in the market.

Ensuring the competitiveness of the enterprise and its products, maintaining a high image and business reputation enterprises.

Improving the organization of production, labor and management; use of the latest achievements of scientific and technological progress in production.

Ensuring the social efficiency of production (increasing the qualifications and greater content of workers’ work, increasing their standard of living, creating a favorable moral and psychological climate in the workforce).

Small business is a business based on the entrepreneurial activities of small firms, small enterprises that are not formally included in associations.

Entrepreneurial activity in a small business can be carried out both with education legal entity, and without this procedure, associated with certain costs of money and time. Very often, those who want to become entrepreneurs do not need to create a legal entity, that is, an enterprise. The legislation of many countries provides the opportunity for citizens who are not limited in their legal capacity to register as an entrepreneur without forming a legal entity, that is, to become an individual entrepreneur.

The share of small and medium-sized companies is about 20% of the Russian Federation's GDP, and so far only a quarter of working Russians are employed in them. The share of small businesses in the Russian Federation's GDP relative to other developed countries is shown in Table 1.1.

Table 1.1. Share of small businesses in GDP in developed countries

CountrySmall business shareJapan65-70%Italy55-60%France50-55%Germany60-65%USA55-60%Great Britain50-55%Russia20-25%

In accordance with Federal law dated July 24, 2007 No. 209-FZ “On the development of small and medium-sized businesses in the Russian Federation” (Article 4) micro-enterprises (legal entities) include those included in a single State Register legal entities consumer cooperatives And commercial organizations(except for state and municipal unitary enterprises) meeting the following conditions:

) total share of participation of the Russian Federation, constituent entities of the Russian Federation, municipalities, foreign legal entities, foreign citizens, public and religious organizations(associations), charitable and other funds in the authorized (share) capital (mutual fund) of these legal entities should not exceed twenty-five percent (except for the assets of joint-stock investment funds and closed-end mutual investment funds), the share of participation owned by one or more legal entities , which are not small and medium-sized businesses, should not exceed twenty-five percent (this restriction does not apply to business entities whose activities involve the practical application (implementation) of the results of intellectual activity (programs for electronic computers, databases, inventions, utility models , industrial designs, selection achievements, topologies of integrated circuits, production secrets (know-how), the exclusive rights to which belong to the founders (participants) of such business entities - budgetary scientific institutions or scientific institutions created by state academies of sciences or budgetary educational institutions higher vocational education or educational institutions of higher professional education created by state academies of sciences);

) the average number of employees for the previous calendar year should not exceed 15 people;

) revenue from the sale of goods (work, services) excluding value added tax or the book value of assets (residual value of fixed assets and intangible assets) for the previous calendar year should not exceed 60 million rubles (established by decree of the Government of the Russian Federation dated July 22, 2008 No. 556 “On the maximum values ​​of revenue from the sale of goods (works, services) for each category of small and medium-sized businesses”).

The average number of employees of a microenterprise for a calendar year is determined taking into account all its employees, including employees working under civil contracts or part-time, taking into account the actual time worked by employees of representative offices, branches and other separate divisions of the microenterprise.

The procedure for conducting sample surveys of micro-enterprises is established by Decree of the Government of the Russian Federation of February 16, 2008 No. 79 “On the procedure for conducting sample statistical observations of the activities of small and medium-sized businesses.”

Individual entrepreneurs form the simplest form of small business organization, preparing the basis for other, more complex formations - partnerships (full and limited partnerships), production cooperatives and business entities in the form of a limited (additional) liability company and closed and open joint-stock companies. Let us consider the above forms of small business organization in more detail.

An individual entrepreneur is a person who runs a business at his own expense, makes decisions independently and bears full financial and financial liability according to its obligations. His reward is the resulting commercial activities profit and the sense of moral satisfaction that he experiences from engaging in free enterprise.

An individual entrepreneur can devote himself entirely to business, working only in the field of entrepreneurship, or he can combine entrepreneurial activity with hired work or study.

Taking into account the Russian specifics of doing business without forming a legal entity, we can also note that individual entrepreneur has the right to hire employees. In the small business system, this organizational and legal form is very flexible and in fact does not have a clear dividing line between the individual and the legal entity.

Individual entrepreneurs act on the market on a par with enterprises as equal producers of goods and services. An entrepreneur may have an account in a commercial bank, his trademark, has the right to use a bank loan. This form of entrepreneurial activity is associated with the simplest financial and tax accounting.

Individual entrepreneurial activity is typical for small producers of goods and services, as well as for trade.

A general partnership is a partnership whose participants (general partners), in accordance with an agreement concluded between them, engage in entrepreneurial activities on behalf of the partnership and are liable for its obligations with the property belonging to them.

The business name of a general partnership must contain either the names (titles) of all participants and the word “full partnership”, or the name (title) of one or more participants with the addition of the words “company” and “general partnership”. Management of the activities of a general partnership is carried out by general agreement of all participants. Each participant in a general partnership has one vote, if constituent agreement no other procedure is provided for determining the number of votes of its participants. The profits and losses of a general partnership are distributed among its participants in proportion to their shares in the share capital, unless otherwise provided by the constituent agreement or other agreement of the participants.

A limited partnership is a type of general partnership. Compared to a general partnership, it has the following features: it consists of two groups of participants:

) general partners - carry out entrepreneurial activities on behalf of the partnership itself and bear unlimited and joint liability for the obligations of the partnership;

) investors (limited partners) - only make contributions to the property of the partnership, but are not liable with their personal property for its obligations.

A limited liability company (LLC) is a company established by one or more persons, authorized capital which is divided into shares determined by the constituent documents; Participants in a limited liability company are not liable for its obligations and bear the risk of losses associated with the activities of the company, within the limits of the value of the contributions they made.

Additional liability company (ALC) - such a company is a type of LLC, however distinctive feature ALC is that if the property of a given company is insufficient to satisfy the claims of its creditors, the participants of the company can be held property liable, and jointly and severally with each other. However, the amount of this liability is limited - it does not apply to all of their personal property, which is typical for general partners, but only to part of it - the same multiple size and amount of contributions made for everyone. From this point of view, such a society occupies an intermediate place between societies and partnerships.

Although small businesses practically do not use closed and open joint stock companies, which are more suitable for average and large enterprises, let's consider them.

A joint stock company (JSC) is a company whose authorized capital is divided into a certain number of shares. The participants of the JSC are not liable for its obligations and bear the risk of losses associated with the activities of the company, within the limits of the value of the shares they own. A joint-stock company whose participants can alienate the shares they own without the consent of other shareholders is recognized as an open joint-stock company (OJSC). A JSC whose shares are distributed only among the founders or other predetermined circle of persons is recognized as a closed JSC (CJSC).

A production cooperative (PC) is a voluntary association of citizens for joint activities in such areas as production, processing, sales, trade, consumer services, medical services, etc. The corporate name of the cooperative must contain its name and the words “production cooperative” or “artel”. The property of the PC is formed on a shared basis through contributions from its members made in monetary and material forms. Founding document PC is its charter. The number of members of the cooperative must be at least 5 people. The property owned by the PC is divided into shares of its members in accordance with the charter of the cooperative. The profit of the cooperative is distributed among its participants in accordance with their labor participation, unless a different procedure is provided for by the charter of the cooperative. A PC can be voluntarily reorganized into a business partnership or company by a unanimous decision of its members or liquidated. PC does not have the right to issue shares.

The limit on the number of employees in a small business is up to 100 employees.

Revenue limit:

From January 1, 2008, in accordance with the Decree of the Government of the Russian Federation dated July 22, 2008 No. 556, the maximum values ​​of revenue from the sale of goods (work, services) for the previous year, excluding value added tax, were established for the following categories of small and medium-sized businesses: small enterprises - 400 million rubles.

To summarize, we can conclude that the level of development of small and micro businesses in the Russian Federation is significantly lower than in many countries with developed market economies. Those. in countries with developed market economies, the percentage of small and micro enterprises and their contribution to GDP is greater than in the Russian Federation.

1.2 Human resource management in small business organizations: current trends

Since 1991, Russia has been implementing a reform program for the transition to a socially oriented market economy, free enterprise, and a new model of labor relations.

A scientific approach to the formation of personnel management presupposes the need to take into account the requirements of physiology and psychology for the organization of work activities of employees.

Knowledge of the basics of psychology and labor physiology is necessary when organizing the recruitment and hiring of employees, conducting labor examinations, professional selection, and vocational guidance.

The experience of developed countries testifies to the need and expediency of creating a developed national system of career guidance, starting from school, and the need for a link between education and production.

Based on the basic principles of psychophysiological work, each organization develops a rational regime of work and rest.

One of the important tasks of the organization is to establish the optimal intensity of work, at which physiological costs are required from workers that do not go beyond the limits that threaten their health.

Unfavorable working conditions for workers are of particular concern. Organizations, in order to survive in difficult conditions, cut costs intended to improve working conditions, and workers, for fear of losing their jobs, agree to work in unfavorable conditions. Scientists have proposed a “Hygienic Classification of Labor”, based on which the organization carries out certification of workplaces, using a point assessment, an integral indicator of working conditions is calculated and the amount of necessary compensation for unfavorable working conditions is established.

A scientific approach to the formation and functioning of a personnel management system, along with psychophysiological problems, involves solving social problems.

The methodological basis for studying these problems and developing recommendations for their implementation is the sociology of labor.

The sociology of labor studies labor activity as social process, explores social factors that increase labor efficiency, the influence of technical, technological and social conditions on attitudes towards work.

In a market economy, research aimed at finding ways to optimally realize the employee’s labor potential acquires a special role.

As one of the main directions in work to increase the content and attractiveness of work, sociology considers the development of collective forms of labor organization, the transfer of functions by the primary labor collective operational planning and management, determination of the number and placement of personnel.

In any labor process, there is a combination of two factors of production: personal and social.

Personnel management is considered as an organizational and economic mechanism of subordination and the use of hired labor in the economic system.

The transition to a personnel management policy in modern conditions is associated with the formation of a new normative culture, human-oriented and providing for the maximum involvement of employees in the affairs of the organization and self-discipline.

The characteristics of a small enterprise require high professionalism from managers in the field of personnel management. General features of personnel management of a small enterprise, regardless of the form of ownership and field of activity of the organization, include a number of characteristics:

Complex nature of activities and flexible work organization. Lack of clear functional separation between administrative and production staff helps reduce the distance between staff, but does not eliminate social differences (for example, in wages). Employees of a small enterprise have to perform functions that are not characteristic of their positions, so what is needed here is not narrow-profile professionals, but universal workers who are able to combine positions and perform various types of work. One of the strengths of small business is the freedom to determine the scope of responsibilities and the ability to quickly change.

Lack of multi-level organizational structure. This leads staff to understand careers as expanding and complex functional responsibilities, growth of professionalism, increase in wages, and not promotion.

Relatively higher awareness among workers. It is difficult for the head of an enterprise to hide information from staff about working methods and relationships with clients and government agencies. This awareness puts the employer in some dependence on the employee and thereby forces him to search for personnel among relatives, personal acquaintances or on the recommendation of trusted people.

Less bureaucracy in work. Small enterprises do not have many instructions for regulating personnel work, and there is a system of unofficial guidelines. This encourages an individual approach to each situation and employee, but leads to the emergence of conflicts and the expression of personal likes and dislikes of the manager towards employees.

Organizational training is virtually non-existent. This is explained by a number of reasons: underestimation by the head of the enterprise of the need for training, lack of funds, uncertainty of the prospects of the enterprise.

A small enterprise places increased demands on the personal qualities of an employee. A small team will quickly get rid of employees whose qualities do not correspond to the accepted norms and values ​​of the enterprise.

The principles of personnel selection are sometimes focused not on direct, but on indirect evidence of professional suitability. Recommendations in small enterprises are actually confirmation that the candidate has acquaintances and colleagues who are ready to answer with their reputation for the actions of the employee. In other words, it is not only the content of the recommendation that is important, but the personality (position) of the person giving it. The principles of personnel selection are focused not on direct, but on indirect evidence of the candidate’s professional competence. The enterprise receives an employee who has specific capital in the form of personal acquaintances, official contacts and informal connections, which in the future can bring additional orders and offers to the enterprise.

One of the most important problems of small enterprise workers is social vulnerability. The well-being of staff depends on the leader. There is a weak formalization of labor relations: preference is often given to oral labor contracts, labor protection is rarely guaranteed, flexible forms of forcing employees to work without sick pay and annual leave. Almost all small enterprises do not have collective agreements or trade unions that could put pressure on the administration to protect the interests of workers.

Significant differences in the starting conditions of enterprises. Former state enterprises already had premises, equipment, and an established system of economic relations. This gives them the opportunity to develop and improve the social sphere and invest in staff training and development. However, their focus on the traditional organization of labor does not allow them to provide sufficient flexibility to function in a market environment, which is reflected in lower profitability compared to new enterprises.

In addition to the listed aspects in organizing the activities of small enterprises, a number of points can be identified that are used to motivate highly qualified workers and employees:

the place of work is close to home;

employees are often impressed by the speed of decision-making and communication processes;

tight business relationship between employer and staff make it easier to solve problems;

employee achievements are recognized and rewarded more quickly;

the company's personnel have more opportunities for career growth;

employees can participate in the decision-making process;

wages can be comparable to wages paid at large enterprises;

small businesses are not limited by numerous regulations;

participation in the income of the enterprise;

employees can become shareholders or partners.

Not all of these options are available to every small business, but many can be part of an HR plan.

In general, personnel management of a small enterprise is a poorly systematized procedure. However, the complex nature of the activities of employees and the subordination of all functions to one person create the prerequisites for the emergence of a systematic approach to personnel management.

2. Specifics of personnel management in small businesses

.1 Features of personnel selection and adaptation

Personnel selection is a process in which an enterprise selects from a list of applicants the person or persons who best meet the criteria for a vacant position.

Personnel selection in a small business is not much different from selection in large firms. The main difference is limited finances and, as a consequence, the impossibility of carrying out such expensive analytical operations, such as, for example, graphological and physiognomic examinations when selecting applicants, as well as the universalization of an employee (combining several positions or simply carrying out side work that is not provided for by him). position).

A small business HR manager is usually the small business firm's only resource, analyzing the applicant's application documents and evaluating his performance during the probationary period.

To begin with, the HR manager in a small business is asked to think about questions, answering which can provide information that allows you to create a job description and more effectively select the appropriate employee.

what is the name of the job?

where should this work be done?

what is the purpose of the work, who is responsible for the employee?

What is the employee responsible for?

Who does the employee deal with while performing the job?

What are the main tasks of the job, and how are these tasks performed?

what operating standards are expected?

What skills, knowledge and experience are needed to do this job?

Does this job require physical and/or mental labor?

Which tasks are simple, which tasks are complex?

Internal source - employees already employed in the organization and who have the desire, opportunity (or need) and competence to fill an open vacancy.

External source - applicants for vacancies who have appropriate education and professional skills, but are employed at other enterprises; temporarily unemployed or in the status of graduates of educational institutions of various ranks.

Small businesses typically choose an external source of attracting candidates.

Thus, having drawn up an overall picture of the position of the future employee, the HR manager places advertisements for the search for an employee on various Internet and printed resources, and contacts recruiting agencies (options for searching for an employee depend on his future position and the required qualifications).

IN modern Russia not only in large companies, but also in small businesses, the applicant is first required to submit a resume - standard form for presenting professional and personal data. A resume presents the employer with the most complete and at the same time concise image of an applicant for a vacant position.

Next, the HR manager invites applicants with resumes that interest him most for an interview. In large companies, it makes sense to conduct a survey before the interview; in small businesses, due to the specific “closeness” of the team, it is preferable to conduct an interview right away. To achieve the desired results, a manager must know how to prepare, conduct and evaluate an interview. He may also conduct testing of the prospective candidate. After completing the above procedures, a discussion of the candidate takes place, which can also be carried out during the interview.

The specifics of a small business require a mandatory set of qualities in a hired employee:

“universality”, because Often in small enterprises there is a need to replace an employee and part of his responsibilities is assumed by an employee performing other activities;

willingness to compromise due to the “crowdedness” of the team;

The motivation of a future employee can be social, material, economic needs, but not the need for promotion.

After hiring a new employee, the HR manager's job is to provide quality training and onboarding for the new employee.

The adaptation program for small businesses includes the following questions:

) general idea of ​​the company (history of the organization; traditions; products (services) and its consumers; organizational structure; manual information);

) policy and review of procedures (granting leave; areas of professional training and advanced training; rules for protecting trade secrets);

) wages (form of payment; payment for work on weekends; overtime; terms and form of payment (via cash register, ATM); taxes; salary revision; bonuses; reimbursement of expenses);

) fringe benefits(types of insurance; availability of discounts on products; other company services for its employees);

) occupational health and safety;

) rules, regulations in force in the organization (standards appearance; standards business correspondence and telephone conversations, etc.).

The optimal period of time for general orientation, starting with the hiring procedure, is the first week of work, but not later than the first month of work.

) job responsibilities and employee responsibility ( detailed description current work and expected results; an explanation of why this particular work is important, possible problems and solutions; work on weekends, overtime; additional assignments (for example, replacing an absent employee);

) required reporting (reporting form; deadlines);

) rules, regulations (rules specific only to this type of work; information about accidents and dangers; hygiene requirements; security and problems related to theft; negotiations in the workplace; removal of things from the unit; use of the telephone and the Internet for personal purposes ).

A new employee is usually more serious about work than others. The task of the HR manager is to maintain this mood in him and bring him out of the state of stress typical for a new employee. You need to treat the employee as if he is the only person on earth who is capable of doing this job. Then the adaptation will be successful, and new employee will decide that our organization is the same one he dreamed of working for.

The employee training process in a small business is also important. Since employees are selected, as a rule, to be universal, training should cover not only the direct responsibilities of the employee, but also indirect ones. For example, in private medical clinics, nurses, in addition to their direct duties - caring for patients, assisting the doctor - should also be trained in methods of sterilization with a device, sanitary duties - in case the workers responsible for these operations, for some reason, cannot perform my job.

Small business organizations tend to use on-the-job rather than off-site training methods.

Some of them:

briefing - explanation and demonstration of work methods;

change of workplace (rotation) - allows you to expand the employee’s experience by systematically moving him from one job to another;

mentoring - specially selected and trained employees (mentors) give instructions and advice to help the “protégés” assigned to them develop in their profession;

method of delegating some functions and responsibilities;

training in project groups created to solve specific problems.

The main advantages of on-the-job training are lower cost; greater adaptability of the content and time of training to the needs of the organization; Great opportunities for individualization of training. The main disadvantage of this method is the heavy burden on specialists conducting training.

Off-the-job training methods used in small businesses include lectures and selfeducation employee, since other methods are used, as a rule, in large organizations.

Personnel training, as well as their adaptation to a new place of work, is extremely important tools for the effective functioning of an organization, in small businesses these tools are of paramount importance, because “Tightness” and universality of workplaces require close contact between workers.

2.2 Features of interaction between the head of a small enterprise and staff

As mentioned above, a feature of a small enterprise is the very close interaction between management and staff. All employers in small organizations want to have good working relationships with their staff. But in order to achieve this, it is necessary to have constant business communication with employees, stimulate them, solve their problems, and eliminate conflicts in the team. Also, in addition to this, a manager in a small business is required to understand and help not only in business matters in the life of staff, but also in personal problems.

Small Business Communication: It should be a two-way process between the employer and his employees. The manager must provide full information to employees on the following matters: work instructions, changes in terms and conditions, rules and procedures production process, in the development of the enterprise. At the same time, the manager must carefully listen to the messages of employees, their opinions, suggestions and complaints.

Feedback will be provided at the enterprise by:

normal business (and not only) relationships between employees and employer;

absence of rumors and complaints;

team cohesion, trusting relationships;

efficiency in solving problems of personnel and the organization as a whole.

Communication in a small enterprise is usually carried out through:

Dialogue: When communicating with employees during informal conversations or formal discussions, the manager provides complete information to employees and uses an effective feedback mechanism. These conversations and discussions allow important issues to be discussed and employees have the opportunity to ask the manager questions and express their opinions. Dialogue is the main way of communication in a small enterprise.;

message board: that's enough effective method transmitting messages to all personnel, provided that information is regularly updated;

Suggestion Box: The manager must take into account the ideas of his employees. A suggestion box (or book) is one way for staff to express their opinions. It is not always possible for an employee to express his opinion or proposal to the manager orally due to character traits, physiology, etc. The manager can also give a written response to the employee to his proposal or comment.

In order to achieve team cohesion, and therefore more effective team performance, the head of a small enterprise must stimulate and motivate employees. The manager can use the following factors motivation:

wages - the employee evaluates his contribution to the overall result in accordance with the amount of money he receives;

working conditions - the employer must provide a safe working environment and comfortable conditions labor. Employees must understand and appreciate that their manager is striving to create such conditions for them;

social opportunities - providing enterprise personnel with discounts on goods and services, assistance in paying for travel, interest-free or low-interest loans for various purposes, health insurance, tuition and other social benefits are an incentive to improve the work of personnel;

providing autonomy - giving employees greater independence and responsibility in their daily work is also an incentive to work (for example, assigning work, leaving the employee the right to choose how to complete it, or involving employees in setting goals and work tasks).

The head of a small enterprise must show interest in the work of each employee, setting before him individual goals and tasks for the week, month, quarter. Most workers have personal or work-related problems, often escalating into conflicts that can affect their performance at work. In a small business, the manager develops a very close working relationship with the staff. This makes it possible to identify difficulties and problems at an early stage. An employee should know that he can turn to his manager for help and advice. An important aspect in interaction with personnel is the ability to manage conflicts in the enterprise and select the right personnel.

Among the employer’s employee responsibilities listed in the employment contract, the most important are the manager’s responsibilities to ensure healthy and safe working conditions and labor protection for all employees of his enterprise.

The head of a small business must develop a program in the field of health and safety. In accordance with the law, the employer is obliged to ensure the safety of workers during the operation of buildings, equipment, as well as the raw materials used, the use of individual and collective protective equipment for workers, working conditions in each workplace that comply with labor protection requirements, etc. This list of employer responsibilities to ensure occupational safety and health is not exhaustive. It is supplemented by relevant labor safety standards for specific types of work, other laws and regulations, as well as collective agreements and agreements, internal labor regulations.

Effective small business workforce management can improve productivity and ensure business success. Search, selection, hiring and development of personnel require knowledge of employee needs.

To stimulate the staff of a small enterprise, it is necessary to develop a system for assessing the effectiveness of their work.

An assessment cannot be based on a personal attitude towards a subordinate, otherwise it can develop into criticism, which in most cases causes a negative reaction.

The results must be communicated to employees at intervals determined by the effectiveness of their work.

Specific goals and standards should always be set for evaluation. The main requirement for the assessment system is objectivity on the part of the assessor, in our case the manager.

The activity of assessing the qualifications of enterprise employees is called certification.

Personnel certification is a comprehensive assessment of the activities and performance of employees. In a small enterprise, the manager is constantly in contact with all his employees and has the opportunity to quickly identify strengths and weak sides employee.

At the same time, periodic certification allows us to identify some shortcomings and positive sides workers. In a small enterprise best way certification is an interview that covers all issues professional activity employee.

Managers of small enterprises are recommended to conduct personnel assessments to identify the employee’s suitability for the position held, personal characteristics that affect labor results, to form a personnel reserve, and the need for training.

A small enterprise should establish personnel records management, which will ensure “transparency” of compliance with the performance discipline of employees and thereby increase the degree of their responsibility.

To summarize, we can say: in order to achieve normal business relationships between the management of a small enterprise and its staff, it is necessary to have constant business communication with employees, stimulate them, solve their problems, and eliminate conflicts in the team. Conflict resolution in a small enterprise largely depends on the level professional competence leader, his ability to interact with employees, which is not least determined by his general culture and charisma.

2.3 Analysis of personnel management activities in the organization

An analysis of personnel management activities in a small business organization can be carried out according to various criteria; this work will describe the main ones.

) Analysis of the composition and structure of personnel.

Characteristics of the composition and structure of personnel are given according to indicators such as: gender, age, education (general secondary, specialized secondary, specialist, bachelor, master), time of work in this organization; information for analysis can be collected in the organization’s statistical documents and from the personal files of employees.

An assessment is made of the changes that have occurred in the personnel structure over the analyzed period (usually 1-5 years). Diagrams are constructed that reflect the personnel structure in the reporting period and their analysis is carried out.

) Analysis of the use of labor potential.

To analyze the use of the enterprise's labor potential, indicators of a comprehensive assessment of employees obtained as a result of certification are used.

The purpose of the analysis is to identify the correspondence or non-compliance of the actual level of labor potential with the required level and the degree of use of labor potential. It is possible to construct diagrams for each indicator (for example, skill level) characterizing the labor potential of workers, as well as a diagram characterizing the use of the labor potential of workers for all indicators.

The qualification levels of employees may meet the requirements of the position they occupy, be in excess of job requirements, greatly exceed them, and also whose qualification level is insufficient to perform job duties.

Options for the relationship between the labor potential of an employee (or the team itself), actual use and the level of labor potential required by production conditions. The quality of the enterprise's labor potential is determined by the characteristics of the main part of the personnel.

Best (ideal) ratio:

Potential = Its actual use = Labor potential

The existing labor potential in the organization, i.e. all the capabilities of workers as carriers of labor power are fully used, and this corresponds to the needs of production.

In practice, the following option is often encountered:

Potential > Its actual use = Labor potential

This ratio indicates that the available labor potential is not fully used, but the level of its actual use meets the needs of production. For this reason, the labor potential reserve cannot be used, since there is no direct need.

The result of underutilization of the existing labor potential of employees may be underutilization of the working time fund due to the fault of employees, poor motivation of employees for highly productive work, dissatisfaction with work due to the lack of opportunities for professional growth, low level of work intensity, etc.

A situation where the underutilization of the available labor potential becomes too great, i.e.

Potential > Its actual use< Трудовой потенциал, свидетельствует о том, что фактический уровень использования имеющегося потенциала уже настолько низок, что из-за этого страдает производство и остро стоит проблема реализации имеющихся резервов рабочей силы.

The following option is also possible:

Potential = Actual use< Трудовой потенциал.

It indicates that, despite the full use of the available labor potential, the needs for labor, both in terms of quantity and quality, are not fully satisfied. Indicators of this situation can be: labor shortage, a large number overtime work, low quality of their implementation, etc. Under these conditions management decisions should be aimed at increasing labor potential, changing its quantitative and qualitative characteristics.

Introduction

1. Theoretical basis personnel management in business

1.1Features of entrepreneurial activity at the present stage

1.2Human resources management as a specific process in entrepreneurship

1.3HR services: roles, tasks, place in the organization structure

2. Analysis of the activities of JSC “Group “GRANT-Motors”

2.1 General characteristics of JSC “Group “GRANT-Motors”

2.2 Characteristics of the personnel service of CJSC GRANT-Motors Group

2.3 Audit of personnel management at CJSC GRANT-Motors Group

3. Ways to improve the efficiency of personnel management at CJSC GRANT-Motors Group

3.1 Proposals for improving personnel management at CJSC GRANT-Motors Group

3.2 Implementation plan for the proposed measures

3.3. Calculation of economic efficiency of proposed measures

Conclusion

Bibliography

Applications

Excerpt from the text

Information sources. The problem we are studying was actively studied in our country in the 60−80s, the results were reflected in the works of such scientists as Shepel V.M., Levitov N.D., Sirotkin S.G., Popov G.Kh., Javadov G. A., Shadrikov V. D., Ruban G. S., Arkhangelsky S. N., Pilipenko N. N., Kostakov V. G., Rusanov E. S., Sergeeva G. P., Chizhova L S.S., Kotelova Yu.V. etc. However, at the moment, domestic scientists dealing with the problems of personnel management are just beginning to pay attention to the significance of the problem of assessing the results of the activities of the personnel management service in the entrepreneurial activity of labor in the modern methodological formulation of this problem.

Business risks are, first of all, commercial risks. Entrepreneurial risks can be pure or speculative. Pure risks mean the possibility of a loss or zero result...

In practice, business activity (if it is financially successful), no matter how protected it is by law, involves a lot of different risks, attempts to introduce hostile persons and processes, and ultimately intensive activity to protect the enterprise.

To solve the assigned problems, the work used such general scientific research methods as observation, description, comparison, analysis, synthesis, analogy and some others, as well as methods of applied sociology, such as interviews, document analysis and some others.

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Section I. Modern problems of personnel management in small business and entrepreneurship.

Section II. Social potential of personnel management activities in small businesses.

Section III. Ways to improve personnel management in small business and entrepreneurship.

Conclusion of scientific work dissertation on the topic "Features of personnel management in small business and entrepreneurship"

Conclusion

The study of the problem identified in the dissertation research showed that the effectiveness of human relationships in small business and entrepreneurship in the labor process is a significant reserve for increasing its productivity, increasing the overall efficiency of production and sales. A comprehensive analysis of personnel management in small businesses and entrepreneurship showed the presence of various problems:

1. Social and psychological problems in personnel management in small business and entrepreneurship. Most small enterprises and business structures are privately owned, resulting in transformation industrial relations employer and employee. Hence the primary importance for effective management personnel acquires the implementation of an optimal system of intra-company relations, as well as non-material incentives for labor, which in many situations can be more effective than material incentives. Therefore, the most important problem modern management personnel in small enterprises is the formation of an effective system of non-material (moral) labor incentives and the practical foundations of psychological management of employees.

Modern Russian worker, for the most part, has a degraded labor consciousness, due to the sociocultural life of people in the last 70-plus years. Features of the employee’s mentality, for example, a tendency towards dependency, irresponsible attitude towards work, reluctance to improve qualifications or change specialty and others, must be taken into account when used in management in general and personnel in particular. Therefore, in a small business, it is important for management to correctly assess the mentality of the employee and manager and the efforts made to correct them in a direction adequate to the modern functioning of the business.

In personnel management in small business and entrepreneurship, another problem that stands out is the existence of two types of workers: those with poor motivation and those with a high level of motivation. In the first case, the employee is not able to adapt to new working conditions; has a low professional level and does not strive to improve it; rejects any innovations and strives for routine work with guaranteed earnings that do not depend on the quality and quantity of labor. This type of worker does not have prospects for a high degree of employment in small business and entrepreneurship.

Most workers with a high level of motivation, with extensive production and life experience, as a rule, are about 50 years old and older. Hiring them enriches small businesses with talented personnel and contributes to achieving high results in their work. Since many small organizations retain a primitive system of labor motivation as a system of rewards and punishments, there is an urgent need for management specialists to study and promote new modern theories motivation. According to these theories, the needs that motivate human behavior in the labor process can be divided into lower (primary) and higher (secondary). The structure of needs is determined by the method of social hierarchy, upbringing and acquired experience. Depending on the goals, motivation theories can be divided into three large groups: substantive, the purpose of which is to establish the needs of employees and determine the optimal ratio of internal and external rewards for them; procedural, the purpose of which is to establish the probability of the outcome expected from the employee given the motivating role of various needs and different possible degrees of their satisfaction; parallel, the purpose of which is to determine which types of activities satisfy in parallel the lower and higher needs of a person, and which ones satisfy each of the groups of needs separately, and to create not this whole system of stimulating labor with material and non-material components.

Considering that Western theories poorly take into account the individual characteristics of the psyche and worldview of each employee in the process of stimulation, we consider it necessary to widely use the developments of domestic sociologists and psychologists in the field of adaptation to modern business. They came to the main conclusion that lower and higher needs, developing in parallel and independently in two directions, collectively control human behavior and activities in the labor sphere. Consequently, none of the identified and studied motivating factors has a narrowly targeted motivating effect, but has wide range influence on employee motivation. This explains the individual nature of the set of motivating factors for each employee. Thus, the individual nature of motivation is fair and applies to both moral and material incentives.

The study allows us to show some conditions when monetary reward plays a stimulating role:

Wages in the organization should be given quite a lot of importance (in some of the companies studied, the management, receiving a percentage of transactions, treated the salaries of the rest of the staff with disdain and inattention);

Employees must be convinced that there is a stable connection between wages, productivity and quality of labor;

Wages must consist of at least three parts: official salary, bonus for length of service, and the main variable part, depending on the achieved production results.

However, even when taking into account all these factors, the process of motivation through monetary reward is not sustainable, but varies depending on the individual characteristics of the employee.

Certain management opportunities in small business and entrepreneurship are also provided by the organization of labor. The presence of cohesive and manageable groups in a labor organization depends on the organization of labor. Cohesive and manageable groups focus on individual and group goals. If in these groups group goals prevail or individual goals coincide to a greater extent with group goals, then this labor organization functions effectively and is more easily amenable to managerial influence.

It must be remembered that in order to successfully motivate a company’s employees, the manager must provide them with the opportunity to satisfy certain active needs in the creative implementation of production tasks, distributed differentially, taking into account the individual characteristics of each employee. Each employee in a small company should be considered not as a tool to achieve goals, but as an individual who requires careful treatment and an individual approach. Research shows that in relation to Russian conditions an employee in a small company works calmly with a low degree of satisfaction of needs through remuneration, but is satisfied and works successfully to satisfy higher needs - recognition, respect, involvement in success, communication.

It must also be emphasized that the still modern Russian leader in most cases, prone to power control through influence through fear. The most rational and valuable is the adaptive style of leadership and management, which reasonably combines elements of a democratic and authoritarian style of leadership and management, taking into account the requirements of the market and its conditions.

2. Organizational problems of personnel management and problems of effectively establishing connecting processes in the company.

On the basis of formal and informal power in an organization, it is possible to build an effective system of interaction between temporary working groups. The general principle of this construction determines the need to transfer power in a group from one person to another as needed and on the basis of competence. The process of creating interacting work groups includes the following elements: temporary organizational groups, communication channels and communication networks connecting groups and individual workers.

Analysis foreign literature in the field of small and medium-sized businesses, our own research allows us to formulate some conclusions, recommendations and proposals for the most effective establishment of connecting processes in a small company. The most effective model of organizational building, according to the author, is the “Circle” model. It is based on informal power in the organization and its use in management practice significantly improves the results achieved by the team.

An analysis of communications in small business organizations revealed the following practically useful patterns of effective construction of a communication network: strong communications arise when both sides of the communication channel do not try to achieve results immediately and in full; the effectiveness of communications, both verbal and non-verbal, increases the value and usefulness of information for both parties, even with fragmentary contacts; Of great importance for the effectiveness of communications is both their physical and psychological environment, as well as the correct definition by the interlocutors of the goals of communication and the ability to quickly adapt to their changes; To monitor the quality of communications on the part of the manager, feedback is absolutely necessary. In addition, within the organization, all communication should be based on long-term goals and interests, which increases the sustainability of communication in daily work; informal communications are usually more effective than formal ones, however, to maintain discipline in small organization formal communications are simply necessary.

3. Modern problems of management practice in small business and entrepreneurship. It is worth highlighting the following problems that very often have to be encountered in management activities in small businesses: crisis of motivation; negative transformation of managers’ ideas about modern work activity and the emergence of “imitation activity”; the need to develop new groups of abilities among modern workers, especially managers; use of manipulation and other harsh methods psychological impact on the employee as opposed to psychological management; the propensity of small firms to engage in corporate expansion. The dissertation examines in detail the causes of these problems and outlines possible ways to resolve them for modern small business and entrepreneurship.

The study showed that in the course of management activities, managers of small businesses and entrepreneurship gradually undergo a transformation of thinking, which manifests itself in the following areas:

Awareness of the priority of management knowledge and skills over highly specialized technical ones;

Awareness of the importance of thoughtful and reasonable personnel management in order to increase the efficiency of the labor organization]

Awareness by the manager of the need for self-education in the field of management and psychology;

Formation of critical. attitudes towards persistent common misconceptions in the field of management and power in the organization.

During the study of these problems, the reasons for their occurrence were examined and analyzed; common management mistakes and their nature; main aspects in personnel management of small businesses; recommendations to managers and employees of small enterprises on regulating relationships in the team and establishing a friendly atmosphere. Based on the results of the study, analysis of domestic and foreign literature, the work presents some practical recommendations in the following areas:

Rules for strengthening group unity and morality by the leader (Appendices 3, 4.);

Reorientation of personnel and the formation of new attitudes, norms and traditions within a small enterprise, dictated by a market economy (Appendix 5);

Management activities to remove a small enterprise (firm, labor organization) from the bankruptcy zone (Appendix 5).

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