Автор: K. С.
Бабушкина
Источник: Вісник економічної
науки України. Науковий журнал. – 2013. – № 5 (34). – С. 243–245
Автор перевода: К. И.
Косенкова
Significant changes, the presence of a
crisis situation in social, economic, political spheres of Ukraine at the same
time as expand opportunities and create a severe limitation for each person,
the stability of its existence and growth. These problems and negative
phenomena significantly affect the activity and functioning of enterprises.
With
the aim of preserving their positions (or even development) a crisis, companies
need to mobilize all available resources in first of all, human. Moreover, the
efficiency of HR management directly affects the stability of activity of the
enterprises. In this regard, during the crisis increases the importance of the
work with staff and increasing attention to the development and implementation
of measures crisis management personnel in enterprises. Today, unfortunately,
for many domestic subjects management common steel such as mass layoffs of
staff delays in payment of wages and reduce its size, translation workers in a
mode of incomplete working day or week, providing unpaid leave. That's why
actualized the issue of effective personnel management in times of crisis [2].
Crisis management personnel in such conditions intended to consider a range of
adaptation of the employee to external and internal conditions of functioning
and development of the organization. It involves not only the formal
organization of work with personnel (planning, selection, placement ), but a
combination of factors of socio- psychological, ethical, caring attitude to the
needs of person, taking into account its individual characteristics. The system
of crisis management personnel is a set of subsystems General and line
management, a number of functional subsystems, specializing in the
implementation of homogeneous functions and relations between them [4].
Subsystem and General line management is responsible
for: managing the organization as a whole, the functional management and
production units. The functions of this subsystem are implemented: Director
(Manager) the organization, his deputies, heads of functional and production
divisions, their deputies, foremen, foremen. The composition of the personnel
management system is a set of relatively independent functional subsystems: the
subsystem of control recruitment and accounting staff; the subsystem of control
of labor relations; the subsystem of management of development staff; control
subsystem social development; the subsystem of organizational structure
management; the subsystem of the information security management system staff.
The structure of the system of personnel management depends on the extent the
organization, its geographic location, nature of activity and other factors. In
small and medium firms one subsystem can perform functions of several
functional subsystems, in pre-crisis and crisis the conditions can be abolished
some subsystems and established with a set of new features, and other possible
structural functional changes [1].
The
concept of crisis management staff encourages managers
organization to focus on strategic, promising directions work with staff, such
as mass retraining of employees organization in connection with the transition
to new technologies; the rejuvenation of the staff by engaging young;
development of principles of employment employees during their mass release. In
crisis conditions personnel policy of the enterprise transforms that due to its
limited financial resources, organizational inevitable transformation and collapse
of a number of social programmes, the downsizing of
staff and the improvement of socio-psychological tension in labor the team.
The
problems inherent in the personnel management of enterprises in the crisis, in
particular: the underestimation of the need to develop a system of personnel
management, the lack of recruitment of new workers, low the activities staff
development (due to savings on learning), irregular payment of wages,
inadequate attention to the formulation of the corporate principles of working
with people, reducing premiums, lack of activities for professional and career
advancement personnel, low level of personnel documentation insufficient
attention to business personnel evaluation, staff reductions, etc. [5]. As
shown by research conducted at the basic enterprise Slobozhanshchyna
food factory", the enterprise is inherent in this type personnel policy as
Passive. Since there is no clearly defined program action against personnel and
personnel policy is the elimination the negative consequences. At the
enterprise there is no forecast staffing needs means for evaluating the work of
staff. Anti-crisis model of enterprise behavior now emerge spontaneously and is
not effective. The total number of employees is 40 people. The highest form of organization
of the production process enterprises are automatic lines, which are in
sequence automatically perform manufacturing operations of production on
manufacturing products. The company uses this type of crisis behaviour: the contraction in activity, dismissal of
personnel, minimize all programs staff development (training, benefits package,
incentive programs); total minimization of all types of operating and other
expenses. This model the behavior of the enterprise cannot be considered
optimal. In most cases exactly these companies eventually go bankrupt.
It
would be appropriate during the crisis to form a model of proactive HR is based
on the idea of advance warning of problems in the organization). This model
assumes that early, purposeful preventive actions, providing the ability for
self-preservation, flexibility, orientation to future changes, readiness for
implementation of activities under uncertainty, the formation of anti-crisis
potential, resistant to sudden changes in a timely manner and is able to
identify possible threats, to diagnose the early signs of crisis processes and
confront them development, because the company that takes into account possible
scenarios in the future, understands that the dismissal of workers, although
reduces costs in the short term, however, the costs of benefits, damages for
loss of qualified professionals and the loss of trust, and subsequent
expenditure on hiring, training and retention of staff in may eventually
greatly exceed the expected benefit. In my opinion, crisis management Slobozhanshchyna the factory" should consist of the
following stages: the analysis of the problem situation and condition of the
company, HR diagnostics capacity development of anti-crisis staffing strategy,
development and organization of the implementation of anti-crisis staff
decisions, the development of measures relative addressing and preventing
conflicts, monitoring the implementation crisis staff decisions.
If
the company implement crisis management staff, as well
as to apply anti-crisis measures in the management system staff, we can ensure
greater efficiency and the competitiveness of the enterprise market. I came to
the conclusion that crisis management personnel on the enterprise is of great
importance for its further implementation, as for all enterprises management of
people is of leading importance, and no professionals, no enterprise can
achieve its goals. Most often the effectiveness of the control system 6 is
provided by the activity experienced and competent managers and professionals
who achieve success and set goals with less material, financial and labour resources.
Crisis
management of human resources is an important component business management and
has a significant impact on the effectiveness of its economic activity.
1. Bazarov T. Eremin personnel
Management. – M.: Unity, 2002.
2.
Vasilenko V. O. Anticreative
integral pdist]. posb. for stud. visa]. bookmark. – K.: CUL, 2003. –
503 p.
3.
Kibanov A. I. organization personnel Management
: textbook. – M.: Infra–M, 2001