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Abstract

Содержание

Introduction

At present, the availability of natural (raw materials) and financial capital has lost its leading importance. Due to the development of social and economic aspects of society, there is a need to consider a person as a labor resource with qualitative characteristics, that is, human capital. This led to the possibility of describing certain economic processes through the prism of human interests and actions. Human capital is a source of increasing incomes of the population, competitiveness of organizations, development of innovative economy. It is necessary to understand what human capital is like, what you have and what you need to influence it to get the planned effect.

1. Goal and tasks of the research

The purpose of the work is the general theoretical substantiation of the concept of human capital as an economic category; the disclosure of the model of the formation of human capital in the organization; substantiation of theoretical approaches to managing the development of human capital of a modern organization. To achieve this goal, it is necessary to solve the following tasks:

2. The concept of human capital, its types

In the second half of the 20th century, the notion of human capital appeared in the publications of scientific works of American economists Theodor Schultz and Gary Becker (1992). A theory of human capital was created, which was based on an understanding of the role of man in the development of society and the economy, namely, the accumulation of the results of his intellectual activity in the pace and quality of development.

The founders of the theory of human capital gave it a narrow definition, which over time expanded and continues to expand, including all the new components. The initial concept of human capital according to L. Turrow was this: "the human capital of people is their ability to produce objects and services" [1, с.15].

Many scientists considered it from the side of the intensification of their activities. The setting of priorities in the study causes various approaches to the definition of this concept, the identification of the main components of components that maximally revealed human capital on many sides and represented it as a broader economic category.

Let's define the human capital in a narrow and broad sense:

- in a narrow – a certain set of innate abilities and talent, intelligence, knowledge, skills acquired in the education process (general education, training, practical experience) and will participate in the production process;

- broad – an intensive factor of economic, social development, tools of intellectual and managerial work, long-term investment in human beings for education, health protection. For active human activity, abilities are necessary [6]. By dividing them into groups, namely health, work, intellect, culture, society, structure, organization, the following types of human capital are distinguished:

- the capital of health;

- labor capital;

- intellectual capital;

- moral and cultural capital;

- organizational and entrepreneurial.

The presented types of human capital speak of the diversity of qualities through which it can be formed, developed and used. By engaging all qualitative and quantitative indicators, an increase in labor productivity, a reduction in costs and a profit will be achieved.

3. Formation and management of human capital

Formation of human capital is a multi-stage process that has a cyclic form. In the process of its reproduction movement, human capital commits a natural, economic and innovative turn.

The need for the formation of human capital allows us to single out the fundamental principles for the model of human capital [8]:

1) The principle of social priorities (training of highly skilled personnel).

2) The principle of the systematic evaluation (competitiveness of staff + company efficiency + economic development).

3) The principle of responsibility of the subjects of management.

4) Strategic principle (ensuring the implementation of long-term goals).

5) The principle of the continuity of education (self-management and self-evaluation).

6) The principle of situability (analysis of the external environment, the introduction of new technologies and approaches).

7) The principle of variability (application of an individual approach).

The above principles separate the following functional model for the formation of human capital (see fig.1).

Model for the formation of human capital

Figure 1 – Model for the formation of human capital
(animation: 8 frames, 10 cycles of repeating, 34 kilobytes)

This model is aimed at increasing the active role of the learner in the process of the formation of human capital: the development of his creative abilities, the strengthening of the role of self-management and self-esteem of the learner in the process of obtaining education and his subsequent practical activities on the basis and for the development of his innovative culture. For a comprehensive understanding of the essence of human capital management, it is necessary to take into account the elements of human capital formation, such as innate abilities, knowledge, professional experience, health, as well as cultural and creative potential. Proceeding from the above, human capital management is the planning, organization, control, coordination, motivation and analysis of the acquisition, preservation, development and effective use of all elements of human capital formation to achieve strategic, tactical and operational goals and objectives of the firm (organization).

4. Managing the development of human capital

At the moment, in the theory of managing human capital under the conditions of innovative development, several basic areas have emerged, in which human capital is basic[9]:

- human resources management (intellectualization of personnel);

- management of intellectual objects (knowledge, intangible assets, intellectual capital, intellectual resources, creative resources, intellectual property, etc.).

The approach to the management of human resources in the conditions of innovative development, based on high-tech, knowledge-intensive industries that require highly qualified employees, is based, first of all, on managing development, improving quality characteristics. The development of human resources is viewed as a combination and the right combination of vocational training with work on the employee's personal effectiveness [11]. For achievement of worthy results it is necessary to give preference to the complex approach, namely to combine different techniques, taking into account features of the audience. This will help to reach the main goals of staff development quickly and effortlessly – to increase the loyalty of employees to the company in which they work, to achieve significant professional growth of specialists and improve their labor productivity. The application of effective methods of training and development of workers helps the organization "create" its own specialists, increase their productivity, adapt them to rapidly changing working conditions, reduce employee turnover, and so on.

The main scientific idea of the management of intellectual objects (innovative management) is to provide the conditions for innovative activity and receptivity to innovation of employees whose human capital is the source of creative, creative solutions. Innovative management is understood as management, connected with solving the problems of providing innovative processes with the staff of necessary qualifications. And innovative management of human capital of employees is defined as management based on the development of creative abilities, aimed at motivating and stimulating the innovative behavior of the personnel of the organization [9].

At present intellectual, creative abilities, creativity of personnel are considered as the main competitive advantages of the organization. The function of personnel management includes not only the development of these advantages of employees, but also the attraction of talented employees, which gave rise to such a direction in management as talent management.

In the theory of human capital management, one more approach to "knowledge management" can be distinguished. He explores effective ways of accumulating and using knowledge in innovative production.

Conclusion

Thus, human capital is the most important factor and resource for economic development and is of decisive importance in maintaining the competitiveness of enterprises. A person with a rich stock of knowledge, developed abilities, high intelligence and creativity, becomes a special kind of investment. Human capital is inseparable from its carrier – a living human person.

References

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