N E W S
OF TH E N A T IO N A L A C A D E M Y OF SCIEN C ES OF TH E R EPU B LIC OF K A Z A K H ST A N S E R IE S O F S O C IA L A N D H U M A N S C IE N C E S
ISSN 2224-5294 h ttp s://d oi.o rg/10 .32 01 4/20 20.2 22 4-52 94 .97
V olum e 4, N um ber 332 (2020), 12 - 19
UDC 33.334.02 IRSTI 06.39.41
A .E . K o k c n o v a ', S. K u a sh b a y e v 2,
A .A . S a d y k b e k o v a 2, O .A . S ta tse n k o 3, B.B. O ra z o v a 4 1 International humanitarian and technical University, Shymkent, Kazakhstan;
2 Shymkent University, Shymkent, Republic of Kazakhstan;
3 SILKWAY International University, Shymkent, Kazakhstan;
4 Miras University, Shymkent, Kazakhstan.
E-mail: [email protected]
CONCEPTUAL APPROACH AND MODERN FOREIGN MODELS OF PERSONNEL MANAGEMENT
A bstract. In conditions of increasing competition, increasing economic and industrial risks, a prerequisite for achieving the required efficiency of enterprise management is the formation of a high level of responsibility and professionalism of personnel, their readiness and ability to solve the most complex tasks in the context of globalization. This forces the management of enterprises to take measures to improve management efficiency based on changing priorities in social and personnel policy, creating new models and types of management.
One of the crucial factors that ensure the effectiveness and competitiveness of any organization is a high human resource potential. The formation and fullest use of human resources is possible thanks to the tools of the organization's personnel policy. Relevance is determined by the increasing role of personnel and the system of personnel policy in improving the effectiveness of the organization.
The article examines methods for improving the personnel management system. The best foreign experience in the field of personnel management is analyzed. The structure of the human resource management system abroad is disclosed. The main schools of management American and Japanese are considered. The main trends in the development of personnel management systems in the United States are identified. The main problems in the field of human resource management in Japan are analyzed.
Taking into account the wide spread of the technology of competence-based approach in the process of personnel management in modern organizations, the authors conducted a study to identify the relevance of this approach in companies.
The results of the research allowed us to identify priority areas of application of the conceptual approach in the work of personnel services of individual enterprises. It was also possible to identify the dependence of the application of the competence model at certain stages of personnel management on the main type of economic activity of the organization. The study found that the emerging trend towards the dissemination of the conceptual approach may be related to the introduction of professional standards, which will be mandatory for a number of organizations.
Keywords: personnel management, personnel policy, motivation, international experience, human resources, organization and efficiency.
In tro d u c tio n . In m odern econom ic life, the stable and expedient activity o f individual enterprises in any o f the spheres is determ ined by th eir com petitive advantages, through w hich the enterprise is able to m ake a p ro fit and perform its econom ic function. One o f the defining com petitive advantages today is the hum an resource, the research o f w hich is constantly engaged in the scientific com m unity.
Being the easiest to understand, the hum an resource, how ever, rem ains the m ost difficult for researchers, because it com bines both econom ic param eters and psychological features, w hich cannot alw ays be tak en into account.
The relevance o f the study o f personnel m anagem ent today is not in doubt, because it is professional personnel, as w ell as th eir perfect coordination and com m unication at the enterprise th at allow you to w ork productively and effectively.
H um an resources m anagem ent in the enterprise as an art and as a process began to be studied at the early stages o f the developm ent o f hum an society. H aving gone from «scientific m anagem ent» to the concept o f «hum an relations» in the X X century, personnel m anagem ent has acquired a different m eaning in the X X I century. A m odern professional M anager com es to the fore, on w hom the m anagem ent o f the entire organization depends [ 1].
H ow ever, despite the defining role o f the M anager in the enterprise, the m echanism s o f recruitm ent, selection and placem ent o f personnel o f the enterprise rem ain im portant.
Im proving the w ays o f personnel m anagem ent m echanism s in the enterprise is associated w ith innovations in this area. Often, such innovations are applicable only to specific enterprises, how ever, m odern m anagem ent has created m any universal m ethods th at need to be updated due to the acceleration o f econom ic developm ent and changes in econom ic relations in the organization [2].
The econom ic effect obtained from innovation becom es the realization o f the com petitive advantage th at the organization possesses. The size o f the econom ic effect show s how successful the innovation itself is in the field o f hum an resource m anagem ent, as w ell as how w ell it is im plem ented, w hether it is used in full and at the right tim e.
М e th o d s. The initial theoretical and m ethodological basis o f the research w as the scientific and practical developm ents o f K azakhstani and foreign researchers in the field o f m anagem ent o f territorial socio-econom ic system s, the com prehensive study o f w hich allow ed us to develop a fundam ental context for institutional, organizational and instrum ental support o f personnel m anagem ent at the enterprise.
M a in p a r t. The authors describe the developm ent o f the theory o f selection and placem ent o f personnel at the enterprise, bu t above all, the m anagem ent o f people in the process o f production activity from various positions. R. Scott, considering the theory o f m anagem ent in developm ent from tw o points o f view : from the point o f view o f closed and open system s and from the point o f view o f rational and social factors, identified four stages in the developm ent o f the theory and practice o f m anagem ent. A t the same tim e, by an open system , he m eant a system th at perceives and reacts (as opposed to a closed system ) to external influences, such as changes in com m odity prices, increased com petition, o r other factors.
The rational factor o f m anagem ent, in contrast to the social, reduces the role o f m an in the production process to a sim ple m echanism , giving priority to purely technical aspects.
The four stages highlighted B y R. Skot are quite successfully specified and supplem ented by the classification o f A. siladya, w hich characterizes the theory o f m anagem ent against the background o f the evolution o f the environm ent (prim arily science and industry), as w ell as the m anagem ent continuum o f Claude St. G eorges Jr.
From the beginning o f the century (i.e., the m om ent o f the origin o f the theory o f m anagem ent) until the 60s, the principles o f m anagem ent w ere built on a closed type. In other w ords, m anagers w ere not interested in problem s th at arose outside o f the enterprise, nam ely, com petition, sales issues, and other external problem s. The com pany's w ork w as considered from the point o f view o f a closed system.
M anagem ent activities in our country have been based on such enterprises up to now.
Only w ith the developm ent o f society, the com plexity o f products, the grow th o f know ledge-intensive industries, m anagem ent science began to approach the solution o f em erging problem s based on the fact th at the com pany's w ork is largely due to the external environm ent.
On the other hand, as can be seen in the table. 4 there is also an evolution in another direction - from the rational factor to the social one. The rational (we can call it m echanical) factor refers to the achievem ent o f specific goals - first o f all, the m axim ization o f profit. B ased on this, the entire w ork o f the organization is built.
H ow ever, in its developm ent, m anagem ent tho ugh t has com e to understand th at the m axim um profit is possible only i f the interests and goals o f the com pany coincide w ith the interests o f perform ers, i.e.
w orkers and em ployees, w hich, in turn, led to a shift in rationalism tow ards a focus on the hum an factor.
The founder o f the classical school o f m anagem ent is considered to be F rederick W inslow Taylor.
Before Taylor, the engine for im proving productivity w as the «carrot» principle - as m uch as you m ake, so m uch you get. H ow ever, this approach w as exhausted by the end o f the 19th and early 20th century.
W ith the developm ent o f industry, m anagem ent could n o t be based on such a prim itive basis.
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T aylor cam e up w ith the idea o f organizing a w ork th at «involves the developm ent o f num erous rules, laws, and form ulas that w ill replace the personal ju dg m ents o f the individual w orker and th at can be usefully applied only after statistical accounting, m easurem ent, and so on, th eir actions».
A ccording to Taylor, the perform er w as no t able to cover the production process as a w hole, especially since it is a constantly changing action. Thus, at the beginning o f the century, the role o f the M anager in deciding w hat to do to the perform er, how to do it, to w hat extent, grew im m easurably and the regulation o f the perform er's w ork took extrem e forms.
T aylor dissected all the perform er's w ork into its com ponent parts. Individual m ovem ents were chronographed by him , and the w orking day w as scheduled by seconds. H ow ever, it should n o t be assum ed th at tim ing only led to a m ore precise definition o f the possibility o f everything as a result o f the rationalization o f the w ork itse lf and, in particular, the introduction o f appropriate m odes o f shifts o f w ork and rest.
F o r exam ple, a highly qualified loader carrying 12.5 tons o f cargo during the w orking day, using the m ethod proposed by F. Taylor, carried a cargo w ith a total w eight o f 47 tons. M oreover, as the tim ekeeping showed, the w orker w orked only 26 m inutes o f every h our o f w orking tim e, and rested 34 m inutes, i.e. M ore than h a lf o f the w orking tim e, w hich allow ed him to be less tired.
Thus, T aylor in practice in a num ber o f cases found the volum e o f w ork, accordingly, perform ing w hich the w orker can m ost rationally give th eir labor for a long tim e.
T aylor's theoretical w ork w as justified by the G erm an sociologist m ax W eber, w ho p u t forw ard the prem ise th at a strict order, supported by appropriate (developed by Taylor) rules, is the m ost effective m ethod o f w ork.
D issection o f the w ork perform ed into separate com ponents-m ovem ents should, according to the T aylor-W eber theory, be subjected to strict regulation and control.
Typical o f the classical school is the exam ple o f research by Frank and L illian G ilbert, w ho used special w atches - m icrochronom eters and a m ovie cam era to identify and describe 17 basic elem entary m ovem ents o f the hand, recom m ending them later for the rational organization o f w ork.
W eb er believed th at a functioning organization can be «decom posed» into its com ponent parts and
«norm alized» the w ork o f each o f them . This division o f labor specializes the sta ff and accordingly builds the organization on a linear basis (that is, everyone is responsible for th eir actions only to a higher supervisor). In addition, W eb er proposed and ju stified other ideas fo r building a bureaucratic system. In particular, he believed th at it is possible to regulate both the functions and the num ber o f m anagers.
W eb er h ad no idea o f the terrible pow er o f the m ine th at lay at the Foundation o f the w hole structure.
The bureaucratic system , as it turned out, has a rem arkable feature - "the num b er o f em ployees and the am ount o f w ork are com pletely unrelated."
The w ork carried out to verify this conclusion fully confirm ed this brilliant postulate, nam ed after the author's law o f Parkinson. The static data obtained by P arkinson's is am azing.
A fter analyzing the relationship betw een the num ber o f em ployees and the volum e o f w ork o f the B ritish A dm iralty, P arkinson concluded th at «in 1967, w hen the form er pow er o f the B ritish N avy w as gone, 33,000 civil servants barely m anage a fleet th at is virtually non-existent».
The rapid developm ent o f industry predeterm ined the further evolution o f scientific view s o f the classical school. The developm ent o f Taylor's ideas w as continued by the outstanding French engineer H enri Fayol, w ho developed the theory at a high er level o f m anagem ent.
In the w ork «G eneral and industrial m anagem ent» fayol outlined the scope o f the adm inistration, w hich can be represented in the form o f six directions:
1. technical (technological) activities;
2 . com m ercial activity (purchase, sale, exchange);
3. financial activities (search for capital and effective use o f it);
4. protective activities (protection o f property and identity);
5. accounting activities (inventory, balance sheets, costs, statistics);
6 . adm inistration (affects only the personnel, w ithout directly affecting either the m aterials or the m echanism s).
The m ain function o f m anagem ent, its m o st im portant p art fayol considered adm inistration.
H e created the «adm inistrative science», w hich w as based on 14 provisions-principles:
1. D ivision o f labour. The goal o f labor is to perform w ork th at is larger in volum e and better in quality, w ith the same effort. This is achieved by reducing the num b er o f goals th at focus attention and effort.
2. A uthority and responsibility. R esponsibility is the opposite o f authority. W here authority is given, responsibility arises.
3. D iscipline. It presupposes obedience, respect fo r agreem ents reached, ju stly assum ed sanctions, etc.
4. U ndivided authority. The em ployee m u st receive an order from only one direct supervisor.
5. U nity o f directions. Each group w orking w ithin the sam e goal should be U nited by a single plan and have a single leader.
6 . Subordination o f personal interests to G eneral ones. The interests o f a single em ployee or group o f em ployees should no t take precedence o ver the interests o f a larger com pany o r organization.
7. R em uneration o f staff. In order to ensure the loyalty and support o f em ployees, th ey m ust receive a fair salary fo r their service.
8 . C entralization. The question arises about the right proportion betw een centralization and decentralization. This is the problem o f determ ining the m easure th at w ill provide the best possible results.
9. The scalar chain is a num ber o f people standing in leadership positions ranging from the person occupying the highest position, to the head o f the grass-roots level. It is a m istake both to reject and support this hierarchy, w hich is detrim ental to business interests.
10. Order. A place for everything and everything in its place.
11. Justice. It's a com bination o f kindness and justice.
12. Stability o f the w orkplace for staff. H igh sta ff turnover reduces the effectiveness o f the organization. A m ediocre M anager w ho holds on to a position is certainly preferable to an outstanding, talented M anager w ho changes places quickly.
13. Initiative. It gives the organization strength and energy.
14. C orporate spirit. A U nion is a force th at results from the harm ony o f the com pany's sta ff and m anagem ent.
The system o f 14 provisions is no t ju s t flexible, b u t allow s for the introduction o f new provisions.
Thus, in m odern literature, m anagem ent functions m ost often include planning, organization, m anagem ent, accounting, control, and analysis. The approach to understanding a particu lar function changed, bu t in G eneral, th eir com position, defined by representatives o f the classical school, rem ained alm ost unchanged.
Thus, after a long transform ation, the concept o f m anagem ent began to take m odern form s, m anagem ent began to be approached as a holistic concept.
The classical school, having passed certain stages o f developm ent, perfectly studied the technical side o f the production process, has largely exhausted its possibilities.
The extent to w hich the classical school lost its form er significance a few decades later is show n by the fact th at Japan, w hich adopted all the ideas o f any value, adopted only certain principles from Taylor, rejecting Taylorism in its p u rest form.
The dom inant strategy for the Japanese w as n o t specialization, bu t universalization, since labor in Japanese factories is m uch less suitable for standardization and specialization. Therefore, instead o f a
«specialized task» as the goal o f m anaging the form ation o f personnel. The «behavioral school» began to form , w hich studied hum an behavior in the production environm ent and the dependence o f labor productivity on the m oral and psychological state o f the perform er.
It is believed th at the beginning o f this trend w as laid by Elton M ayo, w ho cam e to a sensational discovery at the tim e, exploring the dependence o f labor productivity on the level o f illum ination o f the w orkplace.
M ayo increased the level o f w orkplace lighting and noted a m ajor increase in productivity. Then, for scientific purposes, the experim enter reduced the level o f illum ination, b u t the perform ance increased again. A fter num erous experim ents, it w as concluded th at labor productivity increases n o t because o f the level o f illum ination, bu t because the perform ers w ere sim ply show n attention. In the course o f further experim ents, it w as concluded that w orkers prefer norm al hum an relationships to high earnings (Taylor did n o t go beyond financial incentive operations).
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M any scientists, such as C arnegie, M ackenzie, sm all, R obert, and Tillim an, have been engaged in hum an behavior no t specifically in the production environm ent, b u t in G eneral in various life situations.
This direction in the developm ent o f hum an science probably has m any unansw ered questions. For exam ple, the psychology o f hum an loneliness is no t studied at all, b u t m anagers have to deal w ith thousands o f individuals.
H um ans are m ore difficult to study than m achines, w hich is w hy there are so m any w hite spots in this direction. The behavioral school is m ore em pirical than theoretical. H ow ever, the existence o f a huge inform ation base for m anagem ent practitioners m akes it possible to use the know ledge obtained w ith a certain return.
The first m ajor achievem ent o f the behavioral school w as the p ro o f o f the fact th at the productivity o f the perform er is influenced no t only by m aterial factors, b u t also by psychological and partly social factors.
In this regard, an experim ent conducted by E. M ayo in 1923-1924 at a textile factory in Philadelphia is indicative. The annual turn over rate in the spinning section o f this factory w as 250% , and the productivity w as significantly low er than in other sections. N o financial incentives w ere no t able to rectify the situation. A s a result o f special research, M ayo cam e to the conclusion th at the reasons for this situation w ere the organization o f w ork, excluding the possibility o f com m unication, and the lack o f prestige o f the profession. H ow ever, as soon as tw o ten-m inute rest breaks w ere introduced, the situation im m ediately changed: the turnover o f labor fell sharply, and output increased.
E ven before E. M ayo received practical results, th ey w ere theoretically anticipated by M ary Follet.
The range o f issues th at it considered included such categories a «pow er «and» authority», their differentiation and inform al perception, responsibility and delegation o f responsibility, participation o f w orkers in m anagem ent, w hich w as fundam entally new for the W est. M F ollet considered the problem o f conflicts, classifying them into dom inance, com prom ise, integration, w ith the developm ent o f appropriate recom m endations.
All these questions had elem ents o f scientific novelty or w ere raised for the first tim e. These and som e other thoughts w ere the subject o f E. M ayo's research at H aw thorne.
The conclusions o f the H aw thorne research w ere m ostly reduced to three postulates:
- m an is a «social anim al»;
- strict hierarchy o f subordination, form alization o f organizational processes are incom patible w ith hum an nature;
- solving the hum an problem is the business o f businessm en.
I f T aylor saw the key to solving the m anagem ent problem in the strict regulation o f the production process, M ayo pu t hum an relations first, w hich w as also probably a som ew hat sim plistic approach.
E. M ayo believed th at conflicts betw een a person and an organization, and m ore generally w ith society as a w hole, can be rem oved by satisfying the needs o f the perform er, w hich benefited both em ployees and em ployers. C onsequently, the doctrine o f hum an relationships has replaced the classical school.
F or a long tim e there w as a quantitative grow th o f the behavioral school, until in 1960 there w as a qualitative leap. The view s o f E. M ayo and his follow ers w ere further developed in the w ritings o f D ouglas M acG regor.
M cG regor analyzed the perform er's activity in the w orkplace and found th at the M anager can control the follow ing param eters th a t determ ine the perform er's actions:
- Tasks th at the subordinate receives;
- Q uality o f task com pletion;
- The tim e w hen the task w as received;
- Expected task com pletion tim e;
- Funds available fo r com pleting the task;
- The team (environm ent) w here the subordinate w orks;
- Instructions received by a subordinate;
- Persuading a subordinate th at the task is feasible;
- Persuading a subordinate to be rew arded fo r successful work;
- The am ount o f rem uneration fo r the w ork perform ed;
- The level o f involvem ent o f the subordinate in the range o f w ork-related problem s.
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A ll these factors, w hich depend on the M anager, in one w ay o r another affect the em ployee and determ ine the quality and intensity o f his w ork. B ased on these factors, M acG regor form ulated tw o different approaches to m anagem ent, w hich he called the «X» theory and the «Y» theory.
Theory «X » and theo ry «Y» on the question o f hum an behavior can be presented as follows:
Theory «X»
1. The person initially does not like to w ork and w ill avoid work.
2. Since a person does no t like to w ork, they should be forced, controlled, and threatened w ith punishm ent in order to m ake them w ork to achieve the goals o f the organization.
3. The average person prefers to be led, he prefers to avoid responsibility, he has little am bition, he needs security.
The Theory O f «Z»
1. W ork is as natural to a person as play.
2. External control is no t the only w ay to com bine efforts to achieve the organization's goals.
A person can exercise self-m anagem ent and self-control by serving the goals to w hich th ey are com m itted;
com m itm ent is form ed as a result o f rew ards associated w ith achieving goals.
3. The average person strives for responsibility, th eir desire to avoid responsibility is usually the result o f p ast frustration and is caused by poor leadership from above. The average person is endow ed w ith a high level o f im agination and inventiveness th at is rarely used in m odern life, w hich leads to a person's frustration and turns into an opponent o f the organization.
A s you can see, theory «X» em bodies a purely authoritarian style o f m anagem ent, theory «Y» is a dem ocratic style o f m anagem ent and involves delegating authority, im proving relationships in the team .
F urther im provem ent o f m anagem ent approaches w as associated w ith the developm ent o f the organization as an open system.
«A» business th at is isolated from the outside w orld is replaced by a business th at is being h it by a rapidly em erging, constantly changing set o f external forces.»
A gainst this background, W illiam O uchi offered his understanding o f the issue un d er consideration, called theory «Z» and theory «A», w hich in no sm all m easure contributed to the differences in m anagem ent in the Japanese and A m erican econom ies, respectively.
A t a higher level o f developm ent, type «A» and type «Z», as w ell as the theory o f «X» and «Y» at a higher level o f developm ent, repeat the theory o f'c a rro t and stick".
It is clear th at m odern practice prefers the «Y» and «Z» theories. in any case, all Japanese and leading com panies in other countries not only use the recom m endations o f these theories, but also actively develop them .
The developm ent o f m anagem ent theory is currently decentralized, m ainly large firm s adopt the w ell- know n provisions o f the law and adapt them to th eir production.
R e su lts a n d discussion
H ow ever, it does not m ake sense to adopt m odern foreign m odels w ithout taking into account our internal specifics.
It should be borne in m ind th at the rejection o f rationalism in m anagem ent occurred in developed capitalist countries only in the m id-70s, w hen the supply there w as already irrevocably exceeded the dem and.
In the near future, such a situation in the m ark et o f o ur country can no t be expected.
O n the other hand, we can no t ignore the different levels o f needs o f our and, for exam ple, Japanese w orkers, and this ultim ately determ ines the approach to m anaging both the team and the individual. In other w ords, w hile in m ore developed countries the needs related to "survival" (food, clothing, etc.) are m ostly m et, in K azakhstan at the m om ent the m ain task is to ensure th at the physiological needs are m et.
N aturally, there w ill be different m ethods o f influencing people in the m anagem ent process, and the m anagem ent its e lf as a whole.
In G eneral, the theory and practice o f m anagem ent, as a rule, develop evolutionarily, w ithout breakthroughs and leaps. Therefore, it is no t necessary to expect fundam ental changes in the near future.
It is difficult to predict the developm ent o f m anagem ent theory, bu t we can only assum e th at it w ill respond adequately to the developm ent o f industry.
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A.T. К окенова1, С. Куаш баев2, А.А. С ады кбекова2, О.А. Стаценко 3, Б.Б. О разова 4 1 Международный гуманитарно-технический университет, город Шымкент, Республика Казахстан;
2 Шымкентский университет, город Шымкент, Республика Казахстан;
3 Международный университет SILKWAY, город Шымкент, Республика Казахстан;
4 Университет Мирас, город Шымкент, Республика Казахстан КО Н Ц ЕП ТУ А Л ЬН Ы Й ПОДХОД И СОВРЕМ ЕН НЫ Е ЗА РУ БЕЖ Н Ы Е М ОДЕЛИ КАДРОВОГО М ЕН ЕДЖ М ЕНТА
Аннотация. В условиях обострения конкурентной борьбы, повышения экономических и производ
ственных рисков обязательным условием достижения требуемой эффективности управления предприятием является формирование высокого уровня ответственности и профессионализма персонала, его готовности и способности решать самые сложные задачи в условиях глобализации. Это вынуждает руководство предприятий предпринимать меры по повышению эффективности управления на основе изменения приоритетов в социальной и кадровой политике, создавая новые модели и типы управления.
Одним из решающих факторов, обеспечивающих эффективность и конкурентоспособность любой организации, является высокий кадровый потенциал. Формирование и наиболее полное использование кадрового потенциала возможно благодаря инструментам кадровой политики организации. Актуальность определяется всевозрастающей ролью персонала и системой кадровой политики в повышении эффек
тивности деятельности организации.
В статье исследованы методы по совершенствованию системы управления персоналом. Проанализи
рован передовой зарубежный опыт в области управления персоналом. Раскрыта структура системы управ
ления человеческими ресурсами за рубежом. Рассмотрены основные школы менеджмента: американская и японская. Выявлены основные тенденции в развитии систем управления персоналом в США. Проанализиро
ваны основные проблемы в сфере управлении человеческими ресурсами в Японии.
Учитывая широкое распространение технологии компетентностного подхода в процессе управления персоналом в современных организациях, авторы провели исследование с целью выявления актуальности данного подхода в компаниях.
Результаты проведенного исследования позволили выделить приоритетные области применения концептуального подхода в работе кадровых служб отдельных предприятий. Также удалось выявить зависимость применения модели компетенций на отдельных этапах управления персоналом от основного вида экономической деятельности организации. В ходе исследования выяснилось, что наметившаяся тенденция к распространению концептуального подхода может быть связана с внедрением профессиональ
ных стандартов, которые будут носить обязательный характер для ряда организаций.
К лю чевы е слова: управление персоналом, кадровая политика, мотивация, зарубежный опыт, кадровая служба, формирование и эффективность.
A.T. К екенова1, С.Куаш баев2, А.А. С ады кбекова2, О.А. Стаценко 3, Б.Б. О разова 4 1 Хальщаральщ гуманитарльщ-техникальщ университет^ Шымкент, Казахстан;
2 Шымкент университет^ Шымкент, Казахстан;
3 SILKWAY Халыкаралык университет^ Шымкент, Казахстан;
4 Мирас университет^ Шымкент, Казахстан
Т¥Ж Ы РЫ М Д А М А Л ЬЩ ТЭС1Л Ж Э Н Е КАДРЛЬЩ М ЕН ЕД Ж М ЕН ТТЩ Ц А З1РП ЗАМ АНГЫ Ш ЕТЕЛД1К Y Л ГШ ЕРI
А ннотация. Бэсекелеслк курестщ шиеленiсуi экономикалык жэне eндiрiстiк тэуекелдердщ жогарылауы жагдайында кэсшорынды баскарудыц талап етшетш тшмдщ не кол жетшзудщ мщ детп шарты персоналдыц ж ауапкерш ш п мен кэсшкойлыгыныц жогары децгешн, оныц жаЬандану жагдайында кYPделi мiндеттердi шешуге дайындыгы мен кабшетш калыптастыру болып саналады. Б^л кэсiпорындар басшылыгын баскарудыц жаца Yлгiлерi мен типтерiн к¥ра отырып, элеуметпк жэне кадр саясатындагы басымдыктарды езгерту негiзiнде баскару тиiмдiгiн арттыру женшде шаралар колдануга мэжбYP етедi.
Кез келген ^йымныц тиiмдiгi мен бэсекеге кабш еттш пн камтамасыз ететiн шешушi факторлардыц бiрi жогары кадрлык элеует болып саналады. Кадрлык элеуеттi калыптастыру жэне толык пайдалану ^йымныц кадрлык саясат к¥ралдарыныц аркасында жYзеге асады. в з е к т ш п ^йым кызметiнiц тиiмдiлiгiн арттырудагы кызметкерлердщ артып келе жаткан рeлi мен кадрлык саясат жYЙесi аркылы аныкталады.
Макалада персоналды баскару жYЙесiн жетiлдiру эдiстерi зерттелген. Персоналды баскару саласындагы алдыцгы катарлы шетелдiк тэж рибе талданды. Шетелде адам ресурстарын баскару жYЙесiнiц к¥рылымы ашылды. Америка жэне жапон менеджментiнiц негiзгi мектептерi карастырылган. АКШ-та персоналды баскару жYЙесiн дамытудагы негiзгi YPДiстер аныкталды. Жапониядагы адам ресурстарын баскару саласындагы н еп зп проблемалар талданды.
Казiргi замангы ^йымдарда персоналды баскару YДерiсiнде к¥зыреттш к тэсiл технологиясыныц кец таралганын ескере отырып, авторлар осы тэсiлдiц компанияларда eзектiгiн аныктау максатында зерттеу жYргiздi.
ЖYргiзiлген зерттеу нэтижелерi жекелеген кэсiпорындардыц кадр кызметтершщ ж^мысында т^жырым- дамалык тэсiлдi колданудыц басым салаларын бeлiп керсетуге мYмкiндiк бердi. Сондай-ак персоналды баскарудыц жекелеген кезендерiнде к¥зыреттш к моделiн колданудыц ¥йымныц экономикалык кызметiнiц негiзгi тYрiне тэуелдш н аныктауга мумшндж туды. Зерттеу барысында т^жырымдамалык тэсiлдiц таралуыныц байкалып отырган YPДiсi бiркатар ^йымдар Yшiн м в д е т п сипатта болатын кэсiби стандарттарды енпзуге байланысты екендiгi аныкталды.
ТYЙiн сездер: персоналды баскару, кадрлык саясат, мотивация, шетелдш тэжрибе, кадрлык кызмет, калыптастыру жэне тшмдш к.
Information about authors:
Kokenova A.T., candidate of economic Sciences, docent, International Humanitarian and Technical University, Shymkent, Republic of Kazakhstan, https://orcid.org/0000-0002-8805-5924, E-mail: [email protected];
Kuashbayev S., doctor of economic sciences, Professor, Shymkent University, city of Shymkent, Republic of Kazakhstan https://orcid.org/0000-0055-9104-4522;
Sadykbekova A. A., candidate of economic Sciences, docent, Shymkent University, city of Shymkent, Republic of Kazakhstan, https://orcid.org/0000-0026-2446-0654;
Statsenko O. A., candidate of economic Sciences, Senior Lecturer, SILKWAY international University, city of Shymkent, Republic of Kazakhstan, e-mail: [email protected], https://orcid.org/0000-0044-7879-1912;
Orazova B.B., candidate of economic Sciences, Senior Lecturer, sector Economy and management, Miras University, city of Shymkent, Republic of Kazakhstan, , e-mail: [email protected], https://orcid.org/0000-0003-3181-4915
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