The article deals with the formation of personnel reserve as one of the components of an integrated management system. A model of strategic human resource management has been described. The ways of solving socio-psychological contradictions in the process of formation of personnel reserve have been outlined; the basic principles of personnel reserve system have been proposed, and in addition, a three-level scheme of the formation of personnel reserve has been developed, indicating the information flows aimed at the implementation of the corporate strategy of development of the professional capacity of integrated association staff. Arguments showing that the human resource management system cannot be assembled like a mechanical construction, but should be "grown" in the long process of institutionalization of the developed project have been proposed.
The article researches the issue of personnel loyalty /commitment as affecting organizational competitive potential. The author aims at creating a systematic approach to personnel loyalty management and drawing up a loyalty-type-specific plan of personnel loyalty development. With long-term survival prospects making it any organization´s imperative to treat its personnel loyalty / commitment as a contributor to competitive advantage, research into the issue is gaining momentum. In terms of management, personnel loyalty / commitment is viewed as an effective driver of an organization´s efficiency, lending to HR stability, raising the organization´s competitive potential and improving performance. Thus, creating a personnel loyalty / commitment management system is an increasingly pressing matter.
The article discusses the satisfaction of employees, which affects customer satisfaction through quality service, which ultimately leads to higher financial results. Currently, in most cases, attraction of new customers is more expensive than retaining old ones, therefore the formation of loyalty has become an important task of each organization. The success of the organization depends not only on customer loyalty, but loyalty of staff and, moreover, one is connected with other. The employee, loyal to his company always strives to present the organization with the best hand; he is more involved in the proposed product or service. Accordingly, the consumer, feeling such commitment and sincerity towards the company from its employees, receives at least positive feelings from communication, and a maximum more quickly decides to purchase, and encourages the organization and the employee his friends and, most importantly, becomes more loyal. Satisfaction and loyalty of employees are the main factors that affect a customer loyalty and, consequently, the overall effectiveness of the organization. It starts from the assumption that the employees have the same characteristics as the customers (satisfaction, involvement, loyalty), and the company, as in the case with customers, interested in long-term relationships with them. In this case, employees spread values of the organization in the external environment, interacting not only with existing customers of the company, but also engaging new customers.
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