Management of socio-economic development of the enterprises’ personnel

Abstract

The management of socio-economic development is one of the determining factors of ensuring the stable development of the state in general, and achieving the optimal indicator of the development of the personnel of enterprises should be considered as the primary interest of management at all levels, a prerequisite and, at the same time, as a result of successful business operation. Due to the high share of Chinese citizens in the total population of the world, in this country has formed an imbalance between the surplus of labor resources and the shortage of jobs, which creates certain problems of a socio-economic nature. Since the 60s of the 20th century, a purposeful demographic policy has been implemented in the country, which has its own effective consequences: the natural increase of the population has decreased by three times, which has improved the general indicators of the country's socio-economic development. Instead, it has made it possible to significantly increase the professional and educational level of China's labor resources over the past 30 years: its own education system is developing, the government of the People's Republic of China made a bet on the education of young people in Japan and the USA in order to improve the quality of life of the population and the level of their wages in the market, because now a surplus in the labor market allows wages to be kept low. The structure of employment has also fundamentally changed. Millions of people moved from agriculture to industry, construction and the service sector: the number of people working in the city increased almost 8.5 times, and in the countryside - only 2.7 times. Instead, the following gains in economic progress have come at a high price: damaged ecology, social inequality, disparities in the labor market, etc. Important features of the Chinese economy are its geographical size and population, which constitutes a huge potential for socio-economic development. In the future competition of enterprises, personnel management is a key link. The rapid development of the fourth scientific and technological revolution of the application of big data, cloud computing, blockchain, digitalization, 5G and other technologies makes the digitalization of human resources management more and more obvious. Therefore, the main task of the dissertation was to analyze the new characteristics of the management of the socio-economic development of the personnel of enterprises, identify possible problems and propose solutions to implement innovative and benign development of human resources management in the era of new technologies. Thus, were revealed disproportions in the socio-economic development of human resources by region and country. The eastern region is the most developed, the western region is the least developed. Such an imbalance arose due to the peculiarities of the location of business territorially in the provinces of China. For example, the east of the country is the flagship of educational activity, the main universities are concentrated here. In addition, large metropolises and business centers are concentrated in the eastern part. On the other hand, in the western provinces are concentrated enterprises of raw material-important branches of the economy: mining of natural minerals, agriculture, heavy engineering and metallurgy. All these are factors of uneven social and economic development of human resources and personnel of enterprises in particular. On the other hand, technological progress has a very strong influence on the labor market. Due to the substantial replacement of workers by machines in the workplace, the competitiveness of talent should increase all the time. But the indisputable advantage of human resources in any production is the ability to cooperate, the use of soft skills, flexibility in work. When forming the development system of personnel management, it was established that management is carried out only under the condition of the existence of an active system, one of the components of which is the development subsystem. After the modification, the personnel management system of the enterprise was formed which consists of 8 subsystems (including the personnel development management subsystem) and corresponds to the essence of the main directions and functions of personnel management. In the dissertation, for the first time, a conceptual model of enterprise personnel development management was proposed in accordance with the obtained attributive structure of the personnel development management system as a process that includes 3 subsystems: human, professional, sustainable (and social) development; as a result, a system of professional development of personnel at the enterprise was formed depending on the stages of inclusion of individuals in the organization, the basis of which effectiveness is the determination of the level of readiness and perception of training by the organization. At enterprises, it is proposed to develop a set of measures for the educational development of personnel in the following directions: adaptation of new employees; increasing the efficiency of the enterprise as a whole; increasing the efficiency of the work of employees, their separate groups and divisions. To improve the professional development of personnel at the enterprise, a set of measures for professional training is proposed, which allow planning, forecasting and organizing the professional development of personnel at the enterprise. Consistent and purposeful implementation of the components of the concept of talent management considered by us will create a favorable basis for the formation of a holistic strategy for the development and management of talents in the company, the main goals and priorities of which should be organically combined into an integrated overall strategy for its development. Companies' understanding and awareness of the importance of talent as a component of their competitiveness will contribute to the formation of an effective personnel management system based on value-oriented approaches to human intellectual abilities. It was found, the system of personnel development methods through training, which are expediently applied in modern enterprises, is extensive and has its own specific application depending on the need, financial capabilities, and the severity of problems arising in the economic or management activities of the enterprise. Studies have shown that for the effective implementation of the conceptual model of personnel development management, several basic rules must be followed: - in the process of management and organization of personnel development at enterprises, it is necessary to take into account the laws and principles of management that determine its actions, formation and development; - correctly define the goal, which will contribute to a clear idea of the result and ensure the relationship of goals (building a tree of goals); - plan the use of your time to achieve your goals; make management decisions by analyzing the state of the external environment, which will allow identifying the urgency of the need for personnel development; - carry out an assessment of own resource capabilities (limitations) for the development of strategic goals of the enterprise and personnel development strategy. Evaluating the effectiveness of the company's personnel development management, we propose to determine aspects of a conceptual, methodological and technological nature. This approach will allow a comprehensive investigation of the problem from the point of view of the systemic development of the enterprise. Given the need to develop personnel potential, it is important that evaluation does not become a demotivator and does not become a sanctioning procedure, since a person cannot work effectively in conditions of coercive or punitive measures of influence. In the dissertation work, was improved the methodical approach to managing the socio-economic development of enterprise personnel by taking into account in the social criteria the evaluation of the improvement of the qualifications of employees, which transparently and quantitatively reflects the level of professional knowledge acquired through training. In addition, a person's potential ability (talent) to learn will qualify as a criterion for enrolling an employee in the development subgroup in the company's personnel management system. A detailed study of the state of management of the socio-economic development of the personnel of the enterprises of the People's Republic of China revealed a shortage of talented workers due to the lack of a comprehensive system of factors of motivation and talent development: financial, material, managerial. It was determined that talent management is not a priority of companies' personnel policy due to managers' lack of understanding of its necessity. Therefore, one of the ways to solve the problem should be the creation of an environment and working conditions in which the employee would feel his importance, aware of his own contribution to the socio-economic development of the enterprise. It has been proven that staff motivation can be effective if the best HR methods of tangible and intangible incentives are used (R2 = 0.87811, d=0.002). In the dissertation, the author's interpretation of the definition of "talent" is defined as an employee who occupies a strategic workplace at the moment and (or) will be able to occupy it in the future. Thus, staffing and talent management are based on the concept of a "strategic" workplace. Research shows that the most successful companies develop two levels of performance indicators - basic and advanced, or, in other words, minimally necessary and desirable. Such a way of setting tasks in combination with a built-in management model of talented employees effectively stimulates them at the same time as the company achieves the maximum result. The theoretical and methodological mechanism of personnel management was improved - it is a set of relationships, connections, forms and methods of influencing the process of personnel management, its production, distribution and use. If we consider this aspect from the standpoint of systemic and complex approaches, then the personnel management mechanism is revealed as a single inseparable system, each element of which is configured to fulfill its goals and tasks, and at the same time a set of these goals, elements expresses the content of the general personnel management process. The functioning of this mechanism is provided by subsystems: informational, legal, financial, scientific-methodical, technical. Thus, the management mechanism is a system of management bodies, means and methods aimed at meeting the enterprise's need for labor in the required quantity, quality and at a certain time. Innovations have brought challenges of rapid application of new technologies in human resource management in China. Artificial intelligence, big data, blockchain and other technologies are widely applied in the field of human resource management, bringing efficient, accurate and scientific impetus to the development of human resource management. However, the imperfection, uncertainty and overuse of new technologies can also cause human resource management problems. First of all, the starting point of labor management should be a system of views on each employee of the enterprise. It is important to realize that with all the convictions about the importance of labor resources and the creation of the most favorable conditions for revealing the potential of each employee, human resources are considered as an object of enterprise management. The approach proposed assumes that a person is a changeable, but uncontrolled variable of the enterprise. The management's task in this case is to study the patterns of personality development and develop appropriate programs that provide better satisfaction of the growing needs of each employee than competitors. Thus, it is necessary to change the system of views on a person in the organization. Along with that, enterprises that do not understand this in time may turn out to be uncompetitive in the market, which is already characterized by constantly growing challenges regarding the quality and safety of products and puts forward new requirements for the technical and technological equipment of product manufacturers. The new approach to personnel management requires the solution of two types of tasks: the first is the study of a person as an independent unit of the enterprise, the second is the development of an action program aimed at the best satisfaction of individual needs. The final result of such activities should be more effective work of each member of the company's team, which is stimulated by personal motivation. One of these tools can be self-management, the role of which is still underestimated. Initially, self-management was considered only as a direction of management related to the scientific organization of the manager's work. However, recently it began to stand out as an independent branch of knowledge. Within the framework of the proposed approach in the dissertation, self-management can become the most important component of human resources, which provides managers with tools for effective social and economic development of personnel in the company. Thus, the use of a material incentive model based on the assessment of the motivation system of employees of enterprises will provide an opportunity to motivate employees to perform work well, help to effectively conduct personnel certification and control the quality of qualification knowledge and skills, automate the work of evaluating labor activity and the formation of current accounting and individual information for accrual of material incentives, to assess the motivational potential, production, social and creative activity of employees, to model the accrual of regulated material incentives. The key development direction of Chinese enterprises is the readiness to use new approaches in personnel management, which undoubtedly requires the development of effective tools. Therefore, this dissertation research was focused on the assessment of the current state of the level of management of the socio-economic development of the personnel of enterprises of the People's Republic of China, the identification of weak points and the construction of a comprehensive system of improvement measures in the management of the socio-economic development of the personnel of enterprises, taking into account the influence of the external and internal environment. From a practical point of view, the dissertation research can influence the methods of managerial decision-making by the middle and upper management of Chinese enterprises regarding personnel development and improvement of their own performance.