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Выпускная квалификационная работа

ВКР 38.03.02 «Менеджмент»

Хабаровск

2016

INTRODUCTION

One of the key factors in achieving the company’s goal is to properly developed human resources management system.

Human Resources Management System is a set of techniques, methods, technologies, organization of work in the personnel, namely the selection and hiring processes, adaptation, development and learning, motivation, evaluation, certification, etc. The effectiveness of human resource management system depends on how effectively implemented these processes, therefore, depends on the achievement of company’s goals.

The importance of human resource management is that it directly affects the company's capitalization. Secondly, HR is the most important factor that contributes to the lead in the competition. Thirdly, HRM allows to navigate from the successful to the leading companies

The relevance and importance of the topic is that the staff is the most important strategic resource, and companies need constantly improve human resources management system.

The purpose of final qualifying work - to identify the strengths and weaknesses of the human resources management system NPF "Welfare", to strong use at work and at the same time strengthen its position among the non-profit pension funds and the weak - in order to develop measures to address them.

Research objectives:

– consider the aims and objectives of human resources management system;

– an analysis of the human resources management system in the enterprise;

– identify the location of personnel management system within the organization;

– examine the principles of the personnel policy of the modern organization.

–develop a set of measures to improve the human resources management system.

The object of research - NPF "Welfare".

Subject of research - human resources management system.

HRM system is a set of techniques, methods and technologies of work with the staff.

The subject of human resource management systems are workers, working groups, working group, which aims administrative influence. The subject of HRM system functional and line management personnel, carrying out the management.

The purpose of HRM is rational formation, use and development of labor and creativity to achieve organizational socio-economic goals and meet personal needs of employees. Economic objectives are aimed at ensuring the efficiency and competitiveness of the organization due to the rational formation, use and development of human resources

HRM objectives system should:

– take account of the needs of workers;

– use the capacity of staff to implement the organization's objectives.

Objectives of HRM:

1. To provide the organization with highly qualified personnel.

2. To provide continuing education, professional development of staff.

3. To ensure an efficient use of labor potential.

4. To approve an organizational and social goals.

The company's staff are classified on various grounds:

1. In a place in the management structure is divided into staff: managers, professionals, technicians, workers, service personnel;

2. Depending on the nature of the activities of personnel in the international practice it is accepted to allocate "white-collar workers,"blue collar"and "gray collar";

3. The level of skill is isolated;

4. Gender and age structure;

5. Work experience - general and special, workers in general or special work experience (1 year, 5,10, 25 years, etc...).

6. Depending on the type of employment contract, by which decorated the relationship with the employee, allocate permanent, temporary, seasonal workers, as well as part-time-employees;

7. According to the level of education.

The staff of the company has a certain quantitative, qualitative and structural characteristics that are well described in the literature on the economics of the enterprise. The quantitative characteristic of the company personnel is primarily measured by indicators such as payroll, secret address and the average number of employees.

Recruitment procedure includes:

1. Define the requirements for candidates for the workplace;

2. Selection and attract candidates for jobs;

3. The selection of candidates.

Stage 1 recruitment procedures

Development of requirements for candidates for the job places is based on:

- To obtain accurate information about what requirements to the employee makes vacant post;

- The establishment of qualifications required to successfully complete the work;

- Definition of personal and business skills needed to effectively carry out this work and compliance.

Stage 2 recruitment procedures

Selection and attraction of candidates for vacant positions is carried out by the personnel of possible sources of replenishment and the choice of means and methods that can be used to obtain suitable candidates.

To attract candidates organization can use a number of methods, each of which has its advantages and disadvantages.

1. Search in the organization. The most common methods are the internal search advertisement of the vacant space in the internal media: newspapers, wall newspapers, special information sheets, and communication between the heads of departments to nominate candidates and analysis of personal files in order to select employees with the required characteristics.

External sources of recruitment

1. "Independent" candidates are people involved in finding work themselves without recourse to the agencies and employment services.

2. The recommendations of friends and relatives working in the company.

3. Advertisements in the media - television, radio, in the press.

4. Drive to the institutes and other educational institutions.

5. Public employment services.

6. Internet.

Analysis of candidate selection methods above allows you to make a simple, but very important conclusion - there is no single optimal method, therefore, the human resources department must possess the full range of techniques to attract candidates and use them depending on the particular task.

Table 2 - Comparison of internal and external sources of recruitment

Basic approaches to recruitment within the organization:

– Identification of suitable candidates from among the workers, on the basis of formal characteristics (education, occupation, work experience, age, gender, etc.);

– Formation of a personnel reserve, from which rows of potential candidates can be selected later, fulfills the basic requirements of work for vacant positions;

– The organization of competitions for vacancies and information about available vacancies and the conditions of participation in the competition of employees.

Phase 3 recruitment procedures

Recruitment – the process of selection of any personnel on the criteria of the total number of candidates that meet the requirements.

The first stage of selection

Primary selection involves analysis of the lists of candidates in terms of their compliance with the requirements for the future employee.

The second selection stage – interview for the selection of personnel

Interviews for the selection of staff is the exchange of information between representatives of the organization and the candidate is not vacant position

The third stage of selection

Putting additional references about the candidate to better assess the professional and personal qualities of the candidate. Human resource departments have to offer to the candidate to name names of people who could describe it as well as yourself to make an inquiry on the previous place of work, or ask for information to the people and organizations who are familiar with the applicant on joint studies, work, etc.

The fours stage of selection

The goal - to assess the professional qualities of the candidate, his ability to perform production functions. At the same time the head evaluates the degree of their personal professional compatibility with the candidate and veroyatn6ost successful integration of the latter in the division.

The fifth stage of selection

The test involves testing in practice, an employee within the probationary period.

Motivation is to stimulate employee or group of employees to the efforts to achieve the objectives of the enterprise through the satisfaction of their own needs.

The plant is necessary to create conditions so that employees perceive their work as a conscious activity that is a source of self-improvement, the basis of their professional and career growth.

The main motivation levers - incentives (salary) and motivation (internal setupof theman).

Motivation techniques can be classified into:

– Economic (direct) (time-based and piecework wages, bonuses for quality and quantity of work performance, participation in enterprise revenue, tuition and other.);

– Economic (indirect) (granting of privileges in payment for housing, transportation, food at the enterprise);

– Non-cash (increasing attractiveness of work, promotion, participation in decision-making at a higher level, training, flexible work schedules on work release and other.

The main forms of motivation of employees are:

1. Wages as an objective assessment of the employee's contribution to business results.

2. The system of in-house employees benefits: effective bonuses, additional payments for seniority, employee health insurance at the expense of the enterprise, the provision of interest-free loans, payment of expenses for travel to and from work, reduced price meals in the canteen, selling products to its employees at cost price or at a discount ; an increase in the duration of paid leave for some progress in the work; earlier retirement, providing the output of the right to work at a more convenient time for workers, etc.

3. Measures that increase the attractiveness of work and meaningfulness, autonomy and responsibility of the worker.

4. The moral encouragement of employees.

5. Professional development and promotion of staff in the service.

The process of adaptation can be defined as a mutual adaptation of the employee and the organization. As a result of adaptation of the employee in the organization is mastered, learning to live in relatively new to his professional, social and organizational - economic conditions, finds its place in the organization and the system existing in her interpersonal relations and relations. Category officer determines the nature of its adaptation. Conventionally, the adaptation can be divided into primary (in the case of the newly received employee) and secondary (in the case of transfer of employees to another job go to another unit).

In addition, based on the theoretical framework, we can identify the following components of the adaptation of a new employee:

1. Psychological adaptation: mode of operation, the working conditions (illumination, workplace, etc.).

2. Psychological adaptation: meeting people, building relationships with the staff, etc.

3. Professional adaptation: the development of the duties and technologies.

4. Valuable adaptation is the ability to take and share the values of the company, its corporate culture.

Education and development

Table 1–Methods of training in the workplace

Характеристики

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