У статті досліджується мотивація як один з найважливіших факторів, що впливають на конкурентоспроможність персоналу підприємства. Розглянуто основні передумови виникнення поняття конкурентоспроможності персоналу підприємства. Визначено сутність поняття «конкурентоспроможність персоналу», що включає в себе сукупність конкурентоспроможних переваг усіх працівників організації. Здійснено оглядовий аналіз впливу факторів на конкурентоспроможність працівника на зовнішньому ринку праці, які безпосередню зв'язані з характеристиками ринку праці. Здійснено оглядовий аналіз системно-цільового підходу в управлінні. Сформовані конкурентні переваги персоналу під впливом внутрішніх та зовнішніх чинників і розглядаються як результат навчання, розвитку та діяльності. Розглянуто методологічні підходи до формування системи мотивації персоналу на промисловому підприємстві. Охарактеризовано мотиви, що спонукають людину ефективно працювати на робочому місці. Сформовано основні ідеї щодо розвитку мотивації персоналу підприємства. Визначено фактори мотивації працівників підприємства.
The purpose of the article. The development of provisions regarding the formation and use, directions, problems and opportunities of digital transformation in the field of digitalization of HR processes in business under modern business conditions is considered. The article examines the peculiarities of the development of digitalization in the management of the development of personnel potential among domestic enterprises, which requires the application of the experience of foreign countries, which are focused on business optimization, effective IT solutions, and ensuring the quality of personnel. The main directions of the development of management systems in the conditions of digitalization of management are determined, such as: promoting the acceleration of innovative initiatives, prognostic monitoring of the market environment, assessment of factors affecting the company's competitiveness, development of road maps based on industry priorities and customer experience. Along with this, the formation of personnel potential, complex synchronization of all types of activities, development of culture and competencies of information exchange, modernization of IT systems, application of analytics and Big Data are considered. An organic combination of digital HR with mobile applications, social networks, cloud technologies, virtual reality, artificial intelligence to create favorable conditions for improving the work of employees, recruiting and firing personnel, etc. has been determined. Methodology. Digital transformation of HR is a change in the functioning of HR through the use of data in all areas: payroll, performance management, learning and development, profit, compensation, motivation and recruiting. The data on the priorities of HR specialists regarding investments in recruitment activities are shown. As can be seen from the statistics, corporate websites are considered the most important element of recruiting, while the application tracking system is the next priority. Results. Implementation of human resources management strategy is an important stage of the strategic management process. For it to be successful, the organization's management must adhere to the following rules: first, the goals, strategies, tasks of personnel management must be carefully and timely communicated to all employees of the organization in order to obtain from them not only understanding of service personnel management of the organization, but also informal involvement in the implementation of strategies, in particular, the development of obligations of employees to the organization to implement the strategy; secondly, the general management of the organization and the heads of the personnel management service must not only ensure the timely use of all necessary resources (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targeted guidelines for the state and development of labor potential and record the achievement of each goal. Digitalization is a necessary process of development of modern enterprises in the conditions of the neo-economy. It is designed to simplify and speed up work with large databases, to ensure the automation of all types of activities (main and auxiliary operational, investment, financial), to improve communication with customers, suppliers and partners and all institutions of the external environment, to form new principles of interaction within the enterprise – between divisions, employees, management, transition to new organizational forms of management. Practical implications. Today, the development of ICT (digitalization) is a factor that changes the pace of enterprise development. ICT contributes to the increase of the motivation of employees, development of their creative thinking, also allows to save working time, multimedia tools and interactivity contribute to a better presentation and, at the same time, the information presented is also assimilated. Modern ICT maximally changes management methods – workplace, type of activity, interests, circle of partners. It is appropriate to single out the following means of mass introduction of fundamentally new ICTs, which caused qualitative changes in enterprise management: mainframes; personal computers; Internet; specialized global networks; cloud computing; Internet sensors, etc. Using all the opportunities of ICT and turning them into a real competitive force becomes the main task for managers. Value/originality. Updated practices, supported by a new type of manager with a new way of thinking, help to strengthen and develop innovative teams. In terms of capabilities, HR provides digital transformation by offering technologies capable of monitoring workforce performance in real time, implementing innovations, and "using feedback to make informed decisions by managers". Digitalization of society has radically changed people's lives and opened up new opportunities in the field of HR. At whatever stage of digital development each individual organization is, the strategy of people management and IT personnel occupy a central place in its strategic priorities, which determines the conditions for long-term development. The digital transformation of HR affects all types of businesses, from the largest corporations to the smallest micro-firms. It includes the transition from long-standing and traditionally used resources, tools and processes (such as filing cabinets and contact lists) to digital means of information storage.
The competitiveness of the personnel is a significant factor in the formation of the competitive advantages of the enterprise. In particular, due to the high qualification level of the staff, such competitive advantages in the functioning of the enterprise as effective implementation of innovations, improvement of product quality, achievement of high labor productivity are ensured. Increasing the efficiency of the operation of the enterprise depends on the management of the competitiveness of the personnel, for which certain measures should be proposed, among which the most relevant are the hr-tools for increasing and evaluating the competitiveness of the personnel as a component of the technologies of the professional development of the enterprise, which requires further research into certain issues. The purpose of the article is to introduce effective HR tools to increase the competitiveness of personnel as a component of the enterprise’s professional development technologies aimed at preserving and developing human potential, namely: ensuring effective employment; growth of wages and incomes; increasing the level of social security and social protection of employees; attraction of investments in continuous professional training at work; encouraging high motivation to work, creative realization of employees; striving for competitive advantages in work and continuous educational and professional development. The article examines the implementation of effective HR tools for increasing the competitiveness of personnel. The tools for increasing the competitiveness of personnel as a component of the enterprise’s professional development technologies are summarized and systematized. The essential characteristics and value of the competitiveness of the enterprise’s personnel as a component of the technologies of the enterprise’s professional development are determined. HR tools for increasing the competitiveness of the company’s personnel are given. The importance of the qualities of assessing the competitiveness of the company’s personnel was determined. A personnel incentive system was built based on the results of increasing the competitiveness of the company’s personnel. The results of the calculation of the integral indicator of the level of competitiveness of the management personnel of the enterprise are presented. Recommendations regarding gradations of results are substantiated by assessing the competitiveness of personnel as a component of the enterprise’s professional development technologies. Therefore, the level of competitiveness and attractiveness of the business, its ability to survive in the competition and function effectively in the market with a certain level of guarantee of profitability directly depends on the level of competitiveness of the personnel.
The article summarizes theoretical generalization and proposes to solve the scientific problem of improving the methodological and practical foundations of industrial production management. The purpose of the article is to substantiate the priority of the role of productivity theory in the economic management system, the necessity of introducing its criteria and the application of a systematic approach to the management of production productivity. The priority is given to the role of the theory of productivity in the economic management system, the need to introduce its criteria. The scientific novelty of the obtained results is to improve the methodology of research of the economic category 'production productivity', in particular: its content, criteria, systems of indicators that will allow to evaluate the efficiency and optimality of the use of production resources, the possibility of achieving the enterprise profitability and economic stability. The article proposes a production performance management model that considers the production process as a flow, connecting the internal and external environments of the enterprise. The state of production productivity at the leading industrial enterprises of Ukraine has been analyzed. Object of the research is production productivity, its criteria, system of indicators of evaluation of efficiency and optimization of the use of production resources, ensuring competitive functioning of enterprises. Research methods. General scientific methods of research are applied in the article, in particular: systematic approach-in reflection of the state of the theory of production productivity; statistical and economic analysis-in assessing the economic performance of enterprises and the impact of key factors on productivity dynamics.
To increase the efficiency of management at the enterprise it is necessary to introduce modern methods of organizing the processes of production and economic activity. The use of outsourcing gives the company the opportunity to increase competitive advantage, to ensure the organization of continuous work at all levels, to focus the company's main resources on the most promising areas of business, to abandon uncompetitive work. The presence of different types and types of HR-outsourcing indicates the availability of options for companies to choose the method of registration of relations with the employee and the company-provider, as well as the involvement of the necessary specialists due to the constant needs of this employee. The use of HR-outsourcing opportunities in the economic activity of the enterprise allows to save time in the process of "recruitment-selection-hiring" of staff. HR-outsourcing is a new and powerful tool for enterprise management, but without proper support it can negatively affect the company's activities. Therefore, to ensure the effectiveness of its application, it is necessary to conduct in-depth analytical and organizational work, objectively assess not only the expected current results, but also the long-term consequences of the transfer of certain functions to third-party specialized performers. The article examines the use of modern personnel technologies in enterprise management. The essence of the concept of HR-outsourcing, the main directions of services provided in the varieties of its forms at the enterprise are determined. Depending on the specifics of the work to be performed, and taking into account the order of registration, the following types of HR-outsourcing are characterized: leasing (rent) of personnel; temporary staff and outstaffing. The advantages and disadvantages of HR-outsourcing for the company are given. The main stages of registration of relations with HR-outsourcing at the enterprise are presented. The achievement of the goals of change and organizational development through HR-outsourcing at the enterprise is reflected. The economic effect of the transfer of the business process of personnel management to HR-outsourcing as an innovative personnel technology is calculated. The effectiveness of HR-outsourcing to perform selected types of work at the enterprise is proved, as the use of outsourcing schemes leads to lower costs. Thus, the study of the world experience of such radical innovative solutions testifies to the effectiveness of this model of business organization. And Ukraine with its highly skilled and cheap labor force has all the opportunities to benefit during the boom of this service - HR-outsourcing.
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