Modern Approaches to the Integrated Assessment of Personnel Risks of an Industrial Enterprise

Abstract

The aim of the work is the theoretical justification of the appropriateness of the integration assessment of personnel risks in order to ensure the personnel security of the organization and the development of methodological and practical recommendations for working with personnel. The current economic conditions of an industrial enterprise are inextricably connected with the impact of environmental threats on the work of personnel, which, on the one hand, is a source of risk generation and development, and on the other hand, is an object of risk exposure, which can affect the results of work. The definition of personnel risk and the types of its manifestations excite many scientists and practitioners, but now in Russia, scientific research in this area is still limited and requires further study. There is an objective need for systematic research and a comprehensive solution of theoretical, methodological, and applied problems of personnel risk management in working with personnel of industrial enterprises. The author conducted a study of the conceptual apparatus and approaches to classification, which allowed using his own approach to risk classification when assessing them based on well-known approaches of integration assessments of personnel work risk. The object of the study was the personnel of the Russian aviation industry enterprise, where, based on the scales and questionnaires developed by the author, experts from among employees were interviewed. The subjects of the study were the following: laws, principles, methods, processes, and organizational and managerial relations regarding personnel risk management in the personnel management system of the enterprise. The implementation of the goal identified the need to solve the following tasks:analysis of the opinions of Russian and foreign scientists on understanding the nature of personnel risks in working with enterprise personnel;identification of the socio-economic content of personnel risks, types, and factors of them;development of the conceptual framework for managing personnel risks in working with enterprise personnel;conducting a comparative analysis of methodological approaches to identifying and assessing personnel risks in working with enterprise personnel;conducting a comparative analysis of methodological approaches to managing personnel risks in working with the organization’s personnel.Based on the studies, the author assessed the level of risk of personnel work in practice, which allowed concluding that it is advisable to develop a new risk management system for the personnel of a high-tech enterprise.

Untitled

“…political or social (e.g. loyalty), or with reference to the risks in the HR areas, such as risks of labour relations or risks of inappropriate working conditions (Tikhonov, 2020), but for the purpose of the overall comment, a different breakdown was proposed, based on the results obtained, i.e. a division according to the areas affected by each risk with another division of the components of the HR functions responsible for the particular areas of activity.…”

Developing a System for Monitoring Human Resource Risks in a Digital Economy

“…He developed his own approach to the classification of HR risks and identified four groups of them: HR structure risks caused by unsatisfactorily forming the personnel for the organization and/or its turnover; risks from using the personnel (problems with discipline and labor productivity); risks of the personnel reserve (inefficient personnel development and training); and risks of dismissal or resignation: the loss of the organization's reputation, the disclosure of commercial and confidential information, the low morale of the workforce, the deterioration of the psychological climate, the various court proceedings in the process of dismissal, etc. (Tikhonov 2020).…”

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

“…In the case of SMEs, which usually do not have the department of HRM and rely more often on informal management methods, essential decisions are usually made only by the owner (Psychogios, Szamosi, Prouska, Brewster, 2016). Therefore, specifically, SMEs, if taking personnel risks in the management system of the organization into account, they do it often without any plan (Tikhonov, 2020).…”

“…The issue of personnel risk management, especially those caused by their ignorance or inappropriate or missing procedures in the area of human resources management, is not addressed sufficiently in research. Therefore, there is space for personnel risks to be examined and integrated into established risk management processes (Becker, Smidt, 2016;Havierniková, Kordoš, Srovnalíková, 2018;Kotaskova, Belas, Bilan, Ajaz Khan, 2020;Kozubíková, Zámečník, Výstupová, 2020;Tikhonov, 2020).…”