Anna Marykon
Faculty: Management
Speciality: Staff Management and Economy of Labour
Scientific adviser: Irina Shvets
About author
Competitiveness within the organization
(Summary of research and developments)
INTRODUCTION
Currently, the concept of ”personnel competitiveness” are explained in a very few works. The most common approach is the one that characterizes the competitiveness of workers in the value of professional qualification level of the workforce, which enables its holder to compete for the more prestigious positions.
Competitive members of any organization is only part of its competitiveness. But it is the personnel competitiveness in an environment of increased competition between retail trade enterprises which is crucial to the success of the organization, hence the need to pay particular attention to factors that affect the competitiveness of the staff.
Urgency of work. The issues of competitiveness of enterprises and competitiveness in the contemporary scientific literature are reviewed quite widely, though the issues related to the personnel competitiveness as one of the important components of the competitiveness of enterprises, can not be completely resolved yet. Consequently, there is a need to assess the competitiveness of the staff to improve it.
The aims of the study. The aim is to develop and suggest approaches to evaluating and improving the competitiveness of the company’s staff.
Scientific novelty of the work. The main scientific result comprises creation of a method increasing the personnel competitiveness, based on the results of its personnel assessment.
Theoretical and metadological aspects of personnel competitiveness, methods of its assessment involved are considered in a significant number of scientific researches, namely, by Boginya D.P., Grishnova O.A., Kalashnikova, L.N., Kolot A., Libanova E.., Sotnikov S, Fatkhutdinov R., Cymbalyuk S.etc.
CHAPTER I
1.
The main essence and basic principles of the
category ”competitiveness”.
Competitiveness of a worker is the ability for individual achievements in their work, contributing to the attainment of organization’s general purposes. Competitiveness of a worker is determined by the quality of the labor force, relevant to market needs to function as labor. On the other hand, it is estimated by the level of potential and actual effectiveness of workers and the capacity for professional development. The selection of the most capable workers in terms of their human capital compliance with quality of work.
But to speak only about the quality of labor as the only and main component of the competitiveness of the workforce is unpractical because along with the quality, there are important quantitative and cost characteristics of the workforce, such as, for example, labor productivity, the contribution of a worker in the financial results of enterprises, the efficiency of labor utilization, labor costs, the costs of workforce development.
Thus Boginya D.P. defines personnel competitiveness as exactly a complex of quality and cost evaluating characteristics of such specific commodity ”labor force” providing satisfaction of the specific needs of employers [1, pp. 137].
2. The function of competitiveness in the resulting effects of the enterprise
To ensure the competitiveness of enterprises is very important to solve organizational and technical issues. However, this is not enough. Producing of competitable products can only be ensured with competitive personnel. Therefore, every enterprise should pay more attention to this factor.
Competitiveness of the labor force is a function of its price and quality, namely defined by [2, pp. 3]:
where K - the competitiveness
of the workforce;
Lk - quantitative assessment of the workforce quality;
P - the labor force price.
Methodology of assessment consists in determination of the precise scale of criteria imposed on each employee, determining scale of characteristics for each employee and impartial assessment of these criteria. The proposed methodology for determining the quality characteristics of workers used numerical score (with the possible use of weights for importance estimation): the object with the lowest indicator is assessed ”1”, with the highest – ”10”; points. But in the case of evaluating competitiveness of the workforce of the enterprise, implementation of this approach is precise, however it is unpractical (for example, how to evaluate individual characteristics of the workforce in the aggregate), as, to compare the amount of competitiveness to that of other companies can be only on condition that other companies use the same scale and methods of personnel evaluation.
CHAPTER II
In the second section, on the basis of enterprises statistical reports comprehensive evaluation of the labor force for a period from three to five years is carried out. It is assumed that the evaluation includes, particularly, the following aspects:
1. Analysis of the structure and skill-mix of staff.
2. Analysis of age and educational structure.
3. Analysis of the labor movement.
4. Analysis of staff turnover.
5. Analysis of employment indicators in the planning and economic calculations.
6. Analysis and evaluation of the relationship between employment indicators, and technical economic indicators.
7. Analysis and assessment of the impact of labor indicators on the financial results of the enterprise.
SECTION III
Ways to enhance the competitiveness of staff
In Section III a model of improving the competitiveness within the same organization is set and suggested. It is also necessary to:
• evaluate the personnel competitiveness;
• identify the skills and the need to improve;
• organize abilities for personnel training on a specific program.
In this case, an assessment of personnel competitiveness is feasible in terms of its competitive advantages.
CONCLUSIONS
Thus, the competitive members of the organization is only a part of the competitiveness of the organization. But it is the competitiveness of its staff in the environment of increased competition between retail trade enterprises is crucial to the success of the organization, hence the need to pay particular attention to factors that affect the competitiveness of the staff.
In this case, the key question for organizations is how
to contribute in
the advancement of its staff so as to get appropriate output, so that
they were
interested in personal professional development within the organization
and
have achieved a certain level of competitiveness in order to avoid
reducing the
capital gains or deterioration of goods or services [3].
LITERARURE
1. Богиня Д.П. Соціально-економічний механізм регулювання ринку праці заробітної плати. — К: Інститут економіки НАНУ, 2001. – 256 с.
2. Грішнова О.А Конкурентоспроможність персоналу підприємства// Україна: Аспекти праці. – 2005. – №3. – с. 3-9.
3. Ситник О. Розвиток персоналу як фактор розвитку конкурентоспроможності підприємства (Електронний ресурс)/ Ситник О.Ю. - Режим доступу до статті: http://intkonf.org/sitnik-o-yu-rozvitok-personalu-yak-faktor-rozvitku-konkurentospromozhnosti-pidpriemstva/