Relevance of research topics

    Domestic manufacturing companies in today faced with the task of survival and successful development in conditions of tough competition. Solving this problem leads to another look at the governance of the enterprise, new roles for staff in the organization. A qualitatively new aspects of personnel policy - the key to solving the problem. But so far difficult to speak about real positive changes in the personnel policies of domestic enterprises. Management personnel of the enterprise is fragmented by different structural units, missing all or part of internal quality audit and monitoring of personnel, the coefficient of the level of training does not reflect the realities, etc.
    At this stage, personnel policies domestic authors consider more in the theoretical plane, practice, new approaches to the study of personnel and staff are not widespread. The very same theory of personnel policies is often replaced by some guidelines, regulations, etc. need to understand that theory and practice of personnel policy is a clear correspondence material needed, sustained and repetitive processes and linkages that due to the development of human labor.
    The interests of society, the demand of trade unions, government solutions needs of individuals intersect with a large number of organizational requirements and problems. This is where the manifest problems of forming implementation and development of personnel policies of the enterprise. Address these issues most clearly allows the food industry, since any food problem affecting everyone.

The extent of the problem is scientific

    For national economic science issues related to management of staff and management as such, are new, but already in the theoretical and practical direction were highlighted in several papers. An important contribution to studies of the underlying issues of how to manage staff made the development of many scientists, including TY Bazarov, N. Volgin, BM Genkin, RD Getgarda, AP Eroshina, BL Eremin, DV Ivantsevicha, VG Ignatov, AY Kibanova, AA Lobanova, EV Maslova, G. Odegova, AI Turchinov and many others.
    Regional conditions are making their adjustments in any conceptual questions. The study perspective of personnel management at the local regional levels discussed in the works: VI Gerchikov, MV Grachova, VA Djatlova, IG Zalyubovskii, NI Kostyukova, PI Lomanov, V. VP Pugachev, VP Travin, S. Shekshnya, VA Shkatulla, MB Schepakina etc. By analyzing the work of the above economists found that, with broad coverage of many issues the management staff personnel policies covered enough no common approaches to its understanding and improvement.
    Developed countries pay personnel management attention, categorizing them by priority. Personnel policy issues highlighted in the papers N. J. Allen, RS Belouza, TJ. Bergmann, V. Vroom, IL Goldstein, M. Grellera, D. Gesta, C. Donnelly, JP Dyuberli, J. N. Cleveland, John Kotter, J. S. Kane, S. Lloyd, A. H. Maslow, JP Meyer, H. Minsberga, T. R. Nitchella, K. R. Murphy, L. Porterra, RM Steers, J. Thomson, M. S. Thaler, C. D. Fisher, J. P. Fossum, RL Henemana, A. Hogan, J. Holenbeka etc.
    Despite this the work of foreign authors relate to issues of improving the personnel management of enterprises that have already crossed the stage of the market economy operating in a stable economic sphere, that is not a rule for the majority of Ukrainian enterprises.

Aims and objectives of the study

    The aim of thesis is to develop recommendations to improve the organizational, economic and social efficiency and development of plant personnel by improving personnel policies.
    Meet the goal possible with the following objectives:
    1.To study and analyze the theory of formation and development of approaches to personnel management;
    2.Determine the location and content of the category of personnel policy in the science of personnel management;
    3.Refine terminological aspects of the category of personnel policies;
    4.To study the formation and mechanisms to implement the personnel policy of the enterprise;
    5.To monitor and characterize the current state of the food industry in the region;
    6.Conduct organizational, economic and social evaluation of personnel policies applicable to the food industry;
    7.Develop an effective model for the formation and implementation of personnel policies at the enterprise;
    8.Develop and propose a comprehensive methodology for comparative assessment of the level of their personnel.

The object and subject of study

The object of study - Food businesses in the region Subject of study - organizational-economic mechanism of formation and implementation of personnel policy of the enterprise in post-crisis period.

Communication with academic programs, plans, themes

    Qualifying work of the master executed during 2009-2010. according to the scientific direction of the Department of Personnel Management and Labour Economics, Donetsk National Technical University.

Theoretical and methodological basis of thesis

    Theoretical and methodological basis for qualifying graduate study are the work of Ukrainian and foreign authors, which addressed issues of personnel management, personnel, materials International and Ukrainian scientific-practical conferences and publications in periodicals.
    The information base of research are the statistics of the food industry, materials accounting. statistical and internal reporting, data obtained through specialized sites on the Internet.
    As a legal basis for the qualifying master's thesis to use the legislative and regulatory framework of Ukraine on questions that arise in work.
    Research methodology is based on the dialectic method of learning and systematic approach to the process under study. In this paper we used tools common methods of scientific knowledge, including both theoretical and empirical research methods: observation, comparison, formalization, abstract, logical, statistical, expert assessments, economic-mathematical and other methods.

Scientific novelty

Scientific novelty of the research:
    1.specified the categories of human resources. Staff, personnel, personnel from the perspective of a systems approach, which characterizes the organization of economic space in the aspects of sustainability, equity, social orientation and ability samorazresheniyu problematic situations in the personnel policy;
    2.theoretically grounded and are separated by the scope of the economic categories of personnel management and human resource management, in terms of personnel policy of the enterprise;
    3.revealed the feasibility of strategic HR management at the enterprise, justified the role and place in the process of personnel policies;
    4.have determined the category of personnel policy in the conceptual apparatus of science of personnel management;
    5.The technique of comprehensive assessment of the level of training for the food industry, which allows quickly assess the situation in the area of personnel management, its dynamic development in the enterprise;
    6.A model of forming and implementing personnel policies at the enterprise, which enables the most efficient use of personnel of the company subject to optimize the management of personnel.

Theoretical and practical significance of thesis

     Conclusions and qualification of Master's thesis can be used for further consideration and resolution of issues of personnel management in the field relating to personnel policies, personnel policies, human resources planning.
     The practical significance of the work lies in the possibility of using the proposed model the formation and implementation of personnel policies and procedures comprehensive comparative assessment of the level of training to improve personnel management in the food industry. The presented formulation can be used by other enterprises of all forms of ownership, size, industry sector. Advice can be used by consulting and audit firms.

Review of research and development

    With rapid development of new technologies much more important to ensure companies with qualified personnel. The timely acquisition of necessary personnel in all key business units is impossible without developing and implementing personnel policies. [6, 26]
    An essential element of effective organization - definition of real needs in the workforce and prepare the forecast change in this requirement. [24, 10]
    HR planning is an essential element of personnel policies, assists in defining its objectives, strategies and objectives, contributes to their implementation through relevant activities.
    Personnel planning - an integral part of planning at the enterprise. If we look at workforce planning in isolation, it will be ineffective.
    The purpose of planning - to ensure the firm or company the necessary manpower and to identify the inevitable costs involved. [6, 26-27]
    For convenience, we may assume that the process of workforce planning includes 3 stages:
    1. Assessment of available resources.
    2. Assessment of future needs.
    3. Develop a program to meet future needs.
    Human resource planning in the current organization can begin to assess their availability. Management must determine how many people are employed each operation required for a specific purpose.
    The next stage of planning is forecasting the number of personnel required to implement short-term goals.
    Determine their future needs, management should develop a program to meet them. Requirements - a goal program-means to achieve it. The program must include a specific timetable. And the company to attract, recruit, train and promote employees are required to implement the organization's goals. [4, 565-569]
    Ultimately, successful workforce planning is based on knowledge of the following questions:
    - How many employees, what skills,
    - When and where required;
    - How to attract desired and to reduce or optimize the use of surplus staff;
    - How to make better use of staff in accordance with his abilities, skills and intrinsic motivation;
    - How to ensure the conditions for the development of staff;
    - What costs will require the planned activities.
    Assessment of needs of the organization in personnel may be quantitative and qualitative.
    Quantitative assessment of staffing needs, designed to answer the question "How much?", Based on an analysis of the proposed organizational structure (management levels, the number of units, the distribution of responsibility), the requirements of production technology (a form of organization of joint activities of performers), the marketing plan (plan of commissioning companies, phased deployment production), as well as forecast changes in quantitative characteristics of staff (including, for example, changes in technology). In this case, of course, important is information on the number of vacancies.
    Quantitative assessment of staffing needs - an attempt to answer the question "Who?".
    This is a more complicated form of the projection, because after the analysis, the same for the purposes of quantitative assessment should be considered value orientations, the level of culture and education, skills and abilities of personnel who need the organization. Of particular difficulty is assessing the need for management personnel. In this case must be considered as a minimum, the ability of staff "to determine the rational operational and strategic objectives of an enterprise and carry out the formation of relative upravlenchechkih solutions that achieve these goals. [9, 199-200]
    Personnel organization and includes such stages as the recruitment, selection and dismissal of staff.
    A set is to create a pool of candidates for all positions and professions, from which the organization selects the most suitable for her workers [4, 569]
    The choice of methods and means of searching, as well as ways to attract candidates depends on the direction of the organization, from funds allocated to the recruitment of existing vacancies and how urgently to be filled this vacant position. [18, 18]
    Allocate the internal and external sources to attract candidates.
    Internal sources - people who work in the organization. When you work with a reserve in all large firms are so-called matrix of displacement, which reflects the present position of each leader, his possible move and readiness to engage in the next post.
    Methods of recruitment from internal sources are diverse:
    - Internal competition - Service personnel can send out to all units of information about the vacancy, notify all employees, asking them to advise on the work of their friends.
    - Combination of professions - in these cases should be used and the combination of posts to the employees of the company. [9, 213 - 214]
    - Rotation is the movement of workers in the horizontal. Single out a few options for the rotation:
    1. Rotation-movement may be due to various reasons, especially the nature of the case, or are dealt with managerial tasks.
    2. Rotation-transposition is realized in a variety of ways:
    - A permutation of workers horizontally from one service to another;
    - Cross-cutting move;
    - The inverse relationship between higher-and lower-level authorities. [1, 36-37]
    The external sources of recruitment include:
    - Recruitment agencies;
    - Service (centers) of employment, labor exchanges, job fairs;
    - Schools, high schools, colleges;
    - Specialized secondary schools;
    - Higher educational institutions;
    - Personal contacts (contacts);
    - Employees already working in the organization;
    - Self-treatment in the organization of people seeking work;
    - Poaching the best workers from other organizations - "headhunting".
    - Independent search firms through the media. [18, 18]
     It is worth noting that in a rapidly changing work environment, taking into account this huge development, which are information technology companies who are and want to remain in the vanguard, the traditional methods of mobilization and recruitment processes are complemented by alternative.
    As this method is one of the main places occupied by the system Internet - a global computer network of worldwide individual, educational, industrial, commercial and other organizations that provide access to information resources.
    On the western market, this method is already used long ago in Russia, this policy shall rekruterskie company The Russian Connection, BLM Consort Consulting Group, Human Resources On-Line, Anchor, Comus staff, the newspaper "Work Today" - and many others, as developments in this area are literally every day. [26, 47-50]
    Before the recruitment of personnel in the financial plans of the organization should take into account the costs.
    Particularly noteworthy possibility of using the entity which is at the stage of dynamic growth, temporary recruitment, which in addition to its primary goal - organizing people for a certain period, can be a great way to test vremennonanyatyh workers with a view to possible further collaboration with them on an ongoing basis. [ 9, 216-218]
    The next important part of personnel policy is the selection of personnel. At this stage, the evaluation of candidates for jobs and selection of the best from the reserve, established during the set. [4, 566]
    Frames are selected primarily on the basis of common requirements for management employees.
     Then - based on specific posts, posts.
    In the selection must take into account the principle of the situation. It indicates the need to consider not only the overall consistency of position and the candidate, but the current situation.
    Of great importance in the selection of personnel to the principle of a combination of employees from their organization and from outside.
    During the selection of personnel is important proven experience in the principle of combining the "old" and "young".
    Also very important is the principle of compensation. It is recommended to select personnel to the negative qualities of an employee to compensate the corresponding positive qualities of another.
    Another principle of selection, the principle of dynamism, the combination of stability and mobility.
    The stability allows for long-term activities, and mobility - is smoothly organized movement of personnel.
    A very important principle - to establish the optimal length of stay at a particular position.
    How promising means the selection of workers with regard to the challenges that will confront the object of control in perspective.
    Principles provide the starting idea for the analysis of the specific situation. From the head depends on how skillfully, creatively and effectively they are used. [1, 27-30]
    In order to effectively equip primary importance is the definition of criteria on which the decision will be taken about the advantages of competitors.
    In establishing the selection criteria must be met validity (which means that the selection criteria must correspond to the content of and requirements for the post for which selection is made), completeness, reliability is necessary and sufficient criteria. [17, 32-33]
    Typically, before making a decision on the organization of a job candidate must go through several stages of selection.
    Step 1. Preliminary Selected conversation. The main goal is to assess the level of education of the candidate's appearance and defining personal qualities.
    Step 2. Application form. Applicants who successfully overcame a preliminary conversation must fill out a special application form and questionnaire.
    Step 3. Chatting on hiring (interviews). There are several basic types of employment interviews:
    - The scheme - discussions are somewhat limited;
    - Slaboformalizovannye - prepared in advance only the major issues;
    - Not according to the scheme pre-prepared a list of places that should be addressed. For an experienced interviewer, such a conversation - a huge source of information.
    Stage 4. Testing. Source of information that can give information about the professional abilities and skills of the candidate.
    Step 5. Checking the references and track record. Information letters of recommendation or conversations with people, which the candidate named as referees may allow to clarify exactly what is and what a candidate did in previous jobs, school, residence.
    Step 6. Medical examination. A, as a rule, if the job has specific requirements to the health of candidates.
    Step 7. Action. A comparison of candidates. Providing the results to the leadership, decision maker. Adoption and implementation of solutions.

Figure 1 - Stages of employment candidates
(animation: volume – 89,4 KB; size – 606x442; number of repetition cycles – infinity)

    There are the most popular methods for evaluating staff. [6, 53]
    The introduction of market mechanisms strongly calls for the introduction and market - oriented techniques to work with their current and potential employees. In recent years, considerable development has been the use of different testing methods. [20, 41]
    1. Centrum staff estimates using complex technology, built on the criterial evaluation.
    2. Tests on the professional suitability. Their goal is to score psychophysiological qualities of the person, ability to perform certain activities.
    3. Common tests abilities.
    4. Curriculum tests and examination of biographies.
    5. Personality tests.
    6. Interview.
    7. Recommendations. It is important to pay attention to where the recommendations are provided, and how they are decorated.
    8. Alternative:
    - 11% use the polygraph (lie detector), psychological stress indicator test for honesty and the like.
    - 18% is used for candidates alcohol drug tests
    - 22% use some kinds of psychoanalysis in order to identify the skills of candidates for temporary employment in their organizations. [9, 220-225]
    - Employees HR analyze the effectiveness of selection methods, using what is called the sampling ratio, which is the ratio of the number of selected interested persons to the number of applicants from which the choice. [6,53]
    In his famous book at the time LJ. Peter "Peter Principle" with a certain degree of humor discussed several approaches to the selection of appropriate staff:
     a) "British", in which the leading reason for the decision on the admission of a new employee is his pedigree and communication
     b) On the basis of "Chinese" method of selection are sophisticated screening procedures Knowledge of intelligence of the applicant. [19, 20]
    One of the most "slippery" questions of staff, is the question of their dismissal on the initiative of the administration. This is truly the "key" issue on which there is the greatest number of disputes. Their resolution is often done through the courts. Last equally unpleasant for both the employer and the employee. [19, 22]
    Here we have a concept such as the release of staff.
    Release of staff - this type of activity, providing a set of measures for legal compliance, organizational and psychological support from the administration for firing employees.
    In general, the distinguished 3 types of dismissals of employees:
    1. Dismissal at the initiative of the employee (in domestic terms, at their own request);
    2. Dismissal by the employer (in domestic terms, initiated by the Administration);
    3. Retirement. [8, 317]
    Labor legislation, protecting citizens' right to work, clearly establishes a limited list of grounds under which the administration may dismiss the employee on his own initiative. Anchoring these reasons in the law due to a worker's personal qualities (indiscipline, poor training, etc.) or operational reasons (simplifying the structure of production management, reducing the number of employees, etc.) [19, 22]
    Adaptation - the process of changing employee dating to the activities and organization and change their own behavior in accordance with the requirements of the environment.
    Adaptation is also an important element in implementing personnel policies. The procedures are designed to facilitate adaptation of the personnel entering new employees into the life of the organization. Practice shows that 90% of people have quit their job within the first year, took this decision on the first day of his stay in the new organization. [9, 237-238]
    The principal purpose of adaptation can be summarized as follows:
    - Reduction of start-up costs, as long as the new employee knows his bad job, he works less efficiently and require additional cost;
    - Reduction of concern and uncertainty among new employees;
    - Reduction of labor turnover, because if newcomers feel uncomfortable in his new job and is not necessary, they can respond to this dismissal;
    - Saving time manager and staff, as carried on the work program saves the time of each of them;
    - The development of positive attitudes to work, job satisfaction.
    It should be said that domestic organizations observed by insufficient process control mechanism to adapt. This mechanism provides a solution 3 important issues:
    1. Structural consolidation of management functions in the adaptation of management organization;
    2. Of technology adaptation process;
    3. Organization of information support the adaptation process.
    Structural consolidation of management functions of adaptation can take place in the following areas:
    1. Select the appropriate units (offices, department) in the structure of the personnel management system. Most management functions for adaptation are part of the unit for training staff.
    2. Distribution of experts responsible for managing adaptation of production units of the enterprise while reducing, to coordinate their activities by service personnel management.
    3. The development of mentoring, which in recent years in our enterprises undeservedly forgotten. [7, 429-431]
    HR managers have long understood that high staff turnover can be very expensive, but experienced and skilled workers are usually quite difficult to replace.
    High staff turnover - a problem that in the early days of its activities many organizations face.
    To understand the complex structure of adaptation, you need to consider what are the principles of the turnover of the adaptation period:
    1. Professional adaptation. This is the main theme, which should speak with the new employee. He came to the new location, it has new hope that if you will develop, it can positively influence the motivation of employees in the future.
    2. Relationship with management. In principle, the relations with the guidance laid still in the initial stage of exposure, that is, at first acquaintance. They arise for understandable reasons and logical relationships between people, likes and dislikes.
    3. Relationship with the team. Introducing a new person is always a difficult task, especially since we must remember that the amount of time that person spends at work, a large part of his life.
    4. Dissatisfaction with pay. One of the most delicate moments in the interview - is the question of wages, so most likely it has to be attributed to the head. It should be very careful.
     Conditions. This issue should be discussed very carefully. Many people are paying attention to any public environmental and health conditions they are working.
    In general, the process of adaptation can be conditionally divided into 4 stages:
    1. Assessment of the level of preparedness beginner needs to develop the most effective program adaptation.
    2. Orientation and practical introduction of the new employees with responsibilities and requirements that are presented to him by the organization.
    3. Effective adaptation. This stage is actually a newcomer to adjust to their status and is largely driven by its inclusion in the interpersonal relationships with colleagues.
    4. Functioning. This step completes the process of adaptation, it is characterized by the constant breaking production and interpersonal problems and the transition to a stable job. [1913, 32-34]
    People who invest in personnel, never lose, and only acquire capital. [14, 69]
    In today's rapidly changing market environment, the campaign can succeed only if they are able to raise its working methods to a qualitatively new level. And training in these levels is one of the main keys to success, and the modernization process of knowledge and skills should be ongoing. Of particular importance in this case takes the development of market-thinking staff and especially managers, their ability to analyze a set of economic data, to assess their completeness, see market trends behind them, and to take adequate solutions to them. [16, 47]
    Researchers distinguish two major contemporary model of training of the workforce:
    - Training on the job. A theoretical course in vocational-technical school and practical training at the enterprise
    - Training with a separation from work in the specialized vocational and technical schools and training centers
    The system of training can be effective only if it is analyzed the present situation, evaluate the perspectives and formed the image of a desired future, predicted the changes the deadlines and costs.
    Allocate the following stages of training:
    1. The object of education;
    2. The content of education;
    3. Learning;
    4. Learning process;
    5. Learning style;
    6. Learning objectives;
    7. Type of course;
    8. Responsibility for implementation;
    9. The stability of the program;
    10. Concept learning;
    11. Participation in the preparation of training and other programs;
    12. Orientation;
    13. Active participants. [9, 296 - 303]
    Thus, we can say that the slogan "Learn, learn and learn," was like a rebirth.
    The rapid changes in political and economic life of the country forced to organizations and companies to seek resources for its development in education. However, it also happens that the real learning outcomes do not coincide with the expected.
     To create a successful education system must answer several important questions:
    1. Do I need training?
    2. What style of presentation and what the teacher is better to choose?
    3. How to organize the training, so that it does not hurt, and helped to work? "
    4. How to link training with other elements of the personnel policy?
    5. What is my personal relationship (manager, organizer, teacher) to learn? [12, 49]
    As a result, the problem of the quality of training of skilled workers remains relevant for many.
    A characteristic feature of the training systems in market economies is that they should reflect the characteristics of the society, part of which is. [15, 69]
    As T. Peters said: "The main impact on productivity have no conditions on their own, but attention to staff". It is very important. [21, 31]
    One of the important components of personnel policies, motivation of staff, became a critical issue in modern conditions.
    The policy motivation in the current market conditions, aimed at expanding cooperation with the administration staff to achieve common goals. This directly encourages staff to develop potential abilities, a more intensive and productive work, creative attitude to work.
    Requirements creative employees to produce results in the improvement of their autonomy and responsibility for the work performed; active participation in management decision-making; direct interest in the outcome of labor. [2, 515]
    Motivation of staff is always one of the most important issues not only of personnel policy, but also human resource management in general. What motivates the people who came to the campaign? What are the goals - personal and professional they are pursuing? How can they be interested? [22, 43]
    The motivation is the process of encouraging myself and others to work to achieve personal goals of the organization. [4, 398]
    There are different ways of motivation:
    1. Normative motivation, encouraging the person to certain behavior by the ideological and psychological influence: persuasion, suggestion, information, psychological contracting, etc.
    2. Forcible motivation, based on the use of power and the threat of deteriorating employee meet the needs of its failure to satisfy the relevant requirements.
    3. Incentive-effects are not directly on the individual, and external circumstances through well-incentives to encourage employees to certain conduct.
    The first 2 methods of motivation are direct, for offering a direct impact on people, the third-stimulation, indirect, since it is based on the impact of external factors-incentives. [5, 176-177]
    In general, all human activities caused realno0suschestvuyuschimi needs. People tend to either get something, or something to avoid. In a narrow sense, due to internal motivations of the person to achieve their goals, the realization of their interests.
    The structure of motivation is the need for labor, which wants to satisfy the employee, the benefit that can meet this demand, the labor force needed to obtain the benefits of price and cost of material and moral nature relating to the implementation of labor action.
    A special feature of the motives is their focus on themselves "and" other "due to the production of commodities.
    The product of work, becoming a commodity, as use value does not satisfy the needs of the worker and others needs as an employee satisfies the product through its price.
    The market economy through the mechanism of competition harmonizes motives "for himself" and "other."
    There are several groups of motives work together forming a unified system. That the motives of content of work, its public utility status motives associated with public recognition of the fruitfulness of work, the motives for wealth, as well as the motives, aimed at a certain intensity of work.
    Obviously, the more diverse needs of people through the implements of labor, the more varied benefits available to him, as well as a lower price compared to other activities he has to pay, the higher its labor activity.
    This implies that incentives can be any good satisfying important human needs, if they receive suggests the labor market. In other words, the benefit is an incentive labor, if it forms the motif of labor.
    The terms "motif of labor" and "ctimul work" essentially identical. In one case an employee seeking benefit through work (motive), and another - on the governing body, has a set of values necessary employee and giving them to him, subject to effective employment (incentive).
    Stimulation of labor implies the creation of conditions under which active work, giving certain pre recorded the results, it is necessary and sufficient condition for the satisfaction of meaningful and socially constructed needs of the worker, the formation of his motives labor. [6, 98-101]
    Stimulation of labor - a way to reward employees for taking part in the production, based on a comparison of performance and technology requirements.
    In the market difficult conditions need to retain staff in the organization, it is necessary to avoid the loss of staff, professional training and development organization that has spent some money and are a valuable resource. This requires the promotion of productive behavior. [25, 78-79]
    A major problem in production management in general, and in the field of personnel policy in particular is a significant advance or retard the rate of wage growth over productivity growth.
    The payment system should create in people a sense of confidence and security, to include effective means of stimulating and motivating, to ensure the reproduction of the energy expended (recovery workers).
    The wage structure is the base rate, bonuses, social program. [9, 287-288]
    It should also be noted that there are different theories of motivation, which are divided into 2 categories: content and process.
    While the content of the theory is based on the identification of the internal motives (called demand) that cause people to act this way and not otherwise. This:
    1. The theory of needs Abraham Maslow to describe human behavior through primary (physiological, safety), secondary (social, respect, self-expression) needs.
    2. The theory needs Makkilanda describing the behavior of people across 3 categories of needs: power, achievement, affiliation.
    3. Two-factor theory of Herzberg, based on the factors and motivation.
    More recent process theories of motivation are based primarily on how people behave according to their perception and cognition. This:
    1. expectations theory, whereby the presence of a person active needs is not the sole and sufficient condition for the motivation of his behavior. One should expect in this case, his actions necessarily lead to the achievement of this goal.
    2. The theory of justice, based on the situation, and compensation of employees.
    3. The theory of Porter - Lawler, which includes elements of the theory of expectations and the theory of justice. [4, 400-420, 769]
    In all of the above should be noted such an important concept, as absinthism. It is also one of the important elements and components of personnel policy.
    Absinthism - in translation from Latin absentia, absens, means no, missing. [10, 1]
    In modern economic literature in concepts absinthism distinguish several meanings:
    1. indicator of social climate in the enterprise, the level of loading labor, and overhead time. Its elements: a temporary absence from work (illness, accident, child care and with permission), tardiness, leave of absence for family reasons [3, 3], the evasion of duties, particularly from work without valid reason (eg, one-day absence from work due to illness, but without seeing a doctor) [11, 9], the number of unauthorized absence from work without valid reasons. [10, 1]
    2. indifferent attitude of the citizens to the subjects of management, the loss of confidence and interest in politics. Specifically, manifested in passivity, the evasion of voters from voting in the election [3, 3], mass refusal of voters to participate in elections to public office. [11, 9]
    In order to combat absinthism introduce flexible working hours, increase the duration of annual leave, establish the additional personal days off, develop special programs to encourage attendance at work. [10 1]

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    27.  Community HR professionals and HR
    28.  Community hr-managers

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© DonNTU 2010 Lex Vorobyov

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