The emergence of personnel management as a branch of science. Development of the theory and practice of personnel management in an organization

Question 2.

1. Prerequisites for the emergence and development of the science of personnel management

2. Stages of development of the science of personnel management

1. Management Sciences human resources began to emerge in the last third of the 19th century.

The main prerequisites for this were:

Industrial Revolution and the development of capitalism;

Increased intensity and exploitation of labor;

The separation of workers and employers, accompanied by social conflicts and the development of the labor movement led by trade unions and workers' parties;

There is an urgent need for the emergence of special workers and specialized units at the enterprise, the purpose of which would be to establish relations between the administration and employees, as well as directly work with personnel.

2. In the history of personnel management, the following stages can be distinguished, characterized by distinctive features:

- 1900-20s:

Some of the functions of personnel management (primarily hiring and recording the use of working time) began to be transferred to separate units - personnel departments;

The main objects of personnel services management were safety and working conditions, production efficiency;

The main attention was paid to the organization of work, training, increasing labor productivity, motivation programs began to be developed;

- 1920-40s:

The practice of creating HR departments is becoming widespread in the USA and Western Europe; the main tasks of workers in such departments were to establish relations between workers and employers, reward workers for conscientious work, present their demands to management and prevent the creation of trade unions or negotiate with them;

The main objects of management are individual characteristics workers and social partnership with trade unions;

The main directions in the work of personnel services are psychological tests and surveys of workers, taking into account their suggestions when organizing the design of work, establishing cooperation and interaction in production;

- 1940-60s:

The trade union movement is intensifying; In-house normative and regulatory documents developed in large quantities are causing an increase in staff turnover, there are trends towards democratization of the management process;

Human relations have become the main object of management; economic guarantees and social support are provided;

The work of personnel services includes the organization of pensions, the development of collective forms of labor organization, and the development of procedures joint participation in management; self-discipline and division of responsibility develops;

- 1960-90s:

HR services begin to engage in long-term, long-term workforce planning; their participation in strategic management the enterprise becomes key;

The main objects of management are the movement of personnel, eliminating the monotony of work, increasing its diversity;

Personnel services are focused on the development of collective forms of labor organization, rotation of work, redistribution labor force, staff retraining, job search assistance;

- since the 1990s to date:

New methods of working with people are being introduced to help realize their creative potential; in large organizations the number of personnel management services reaches 50 people or more, the basis of their work is strategic planning and expanding job security;

The object of management becomes the satisfaction of the enterprise’s needs for highly qualified employees who meet the requirements modern science and production, eliminating the shortage of such personnel;

Human resources departments are engaged in retraining, creating flexible forms of employee compensation, reducing working hours and employee participation in income and profits.

Human resource management is a theoretical and practical field of scientific knowledge that is responsible for ensuring the company labor resources. To understand the internal content of this sphere, it is necessary to analyze it evolutionary development. This is due to the fact that the history of personnel management allows us to consider all the main milestones of its development, identify existing approaches to its understanding, and determine the basic advantages and disadvantages of a particular model in order to extrapolate positive experience to modern conditions.

Periodization of personnel management schools

It should be noted that the roots modern system personnel management goes back to ancient times, when they first emerged labor relations- between masters and their students. Craft labor is the most primitive stage of development of this field, which was characterized by the maintenance of an existing organization labor activity, remuneration for it (usually in non-monetary terms), work schedule, as well as control over the worker’s activities and the results achieved.

However, this model of personnel management serves only as a prototype of the modern system.

Currently, HR experts identify the following historical schools with chronological stages of existence:

• 1885-1920 – school of scientific management;
• 1920-1950 – administrative school;
• 1950-1970 – school of psychology and human relations;
• 1970-1999 – quantitative school;
• 2000 – present – ​​modern period of personnel management.

School of Scientific Human Resource Management

Frederick Taylor was the first to put forward the idea of ​​a scientific approach to personnel management. His focus was on dynamically increasing productivity by changing the psychology of both organizational owners and their employees.

Taylor developed 4 fundamental principles for organizing work activities:

1. a thorough approach to the implementation of each element of job duties, taking into account the application of scientific knowledge;
2. thoroughness in the selection of employees, their training and development professional qualities and skills;
3. close cooperation with all employees of the organization on the basis of established rules and internal labor regulations;
4. uniform distribution functional responsibilities and responsibility between all employees of the enterprise, including administration, middle managers and workers.

At the same time, Taylor identified the following methods by which one can achieve rationalization of work activity:

• isolating individual structural elements from the entire set of production processes;
• the use of personnel management as a factor of production;
• division of labor in the field of labor management;
• perception of production process planning as a specific management function;
• centralization of means, conditions and methods of carrying out labor activities;
• hierarchical system of subordination;
• close coordination of administrative positions and workers;
• application of instructions;
• orientation towards scientifically based provisions and norms;
• introduction of a remuneration system that stimulates production growth.

However, in practical activities many goals, in particular cooperation between management and working group, an even distribution between them not only of functional duties and responsibilities was not achieved. This was due to the fact that Taylorism placed special emphasis on the strict subordination of lower levels to management, as well as technical process, which had to be unquestioningly carried out by subordinates without taking into account their personal interests.

• target selection;
• choice of funds;
• preparation of selected funds;
• monitoring the achievement of results.

Moreover, the control function extends its influence not only to the final positive or negative results that were achieved during the performance of their duties by all entities of the organization, but also to rational use labor costs and timing.

Other outstanding personalities in the development of personnel management as a science are Garrington Emerson and the Gilbert spouses. The first one paid close attention complexity in solving problems of organizing production and management, which should lead to increased efficiency of both processes. Moreover, efficiency was the ratio of all expended resources (material, financial, labor, time, etc.) and the economic result.

The Gilberts argued that most of the operations used could and should be improved manual labor through the application of observations, measurements, logical thinking and analytical skills. To do this, they conducted an experiment, installing video cameras and micro-timing, which significantly expanded the experience scientific organization labor activity.

Ford's activities had a great influence on the school of scientific management. By dividing the process of producing each product down to the most primitive movements, he managed to significantly reduce the cost of production.

Realizing the need to transform the entire management system, Ford put forward the following conceptual principles for carrying out labor activities:

• accurate planning calculation production process in general and its individual links in particular;
• accounting and planning of working conditions;
• advance preparation of all types of resources;
• continuous search for areas to improve production.

In general, we can say that the scientific school breathed new breath into personnel management and played a decisive role in the emergence of this industry as a science.

However, many tasks were not fully implemented, which predetermined the transition to the next stage historical development personnel management.

Administrative School of Human Resource Management

The most outstanding personality in the history of the origin and development of personnel management as a field of scientific knowledge is Henri Fayol, who, as the basic goal of his direction, set the creation of such principles and management functions, with the use of which an organization can achieve the desired success.

Fayol identified 14 universal principles on which effective and efficient effective management. These include:

• division of labor;
• the presence of power in one subject, capable of setting tasks and being responsible for the final unity (manifested in the fact that the final tasks are set by only one person - the leader; he is also responsible for the results);
• unity of power;
• performance results;
• discipline;
• priority of common interests over individual ones;
• employee incentives and rewards;
• centralized nature;
• the need for interaction between the manager and subordinates;
• strict internal order;
• equality of all members of the organization;
• employee stability;
• initiative;
• corporate spirit.

At the same time, Fayol understood: despite the fact that the activities of any organization should be based on these principles, they must be used taking into account specific circumstances.

In addition to the principles, Fayol considered the management process in an organization as a set of the following functions:

• planning;
• organization;
• stewardship;
• coordination;
• control.

Within the administrative school of management, one can single out such a scientist as Max Weber. He first developed and proposed a theory of bureaucratic organization structure, which was based on the following conceptual elements:

Such a system of organizing management, including personnel, must ensure speed, accuracy, order, certainty, continuity and predictability.

At the same time, the administrative school of management did not take into account the employee as an independent link in the entire chain. In addition, today the result of labor activity does not affect the status of an individual worker and the size of his material reward. In many ways, the main factor is the employee's position. And this, in turn, had an adverse effect on the organization’s performance.

School of Psychology and Human Relations

The history of the development of personnel management since the 50s of the twentieth century has taken a completely different course of events than it was before. Elton Mayo and Mary Parker Follett first began to focus on a specific employee and his relationships with other employees in the process of performing activities.

Representatives of this direction of development of personnel management, in addition to material remuneration, identified a diametrically opposite factor that influences the results of work activity - social conditions and relationships between all members of one organization. This predetermined the need to realize that management must create a favorable psycho-emotional climate in the team, trust workers, and not require them to thoughtlessly fulfill their duties.

In this regard, the role of the leader changes: he ceases to be the only source of official power and becomes the leader of the team, generally recognized by him.

In addition, the implementation of directive instructions fades into the background. Instead, the emphasis is on solving problems based on the current situation.

These ideas, expressed by representatives of the school of psychology and human relations, have become widespread in the practical activities of personnel management specialists.

Quantitative School of Human Resource Management

The main goal of the quantitative school of personnel management is the need to introduce the methodology of the exact sciences into management processes, that is, methods scientific research must be applied to the organization's operational problems.

• the problem is identified;
• a model of the current situation is developed;
• Variables are assigned quantitative values.

This approach allows each variable to be compared and described objectively, and the relationships between them to be quantified. Among the most significant results existence of the quantitative school, one can distinguish models for assessing the socio-economic efficiency of personnel management, motivational models, etc.

Modern period of personnel management

The current approach to personnel management can be described as combined, because it has absorbed the main positive features from all schools.

Today, quantitative indicators, a scientific approach, and taking into account the interests of each employee are actively used. Moreover, all of the above facts are organically combined with compliance with the uniform corporate spirit of the organization. To achieve this, executives and middle managers organize joint events to unite the team.

At the same time, the requirements of modern reality, which involve the active introduction and application of program-targeted planning and management technologies in all areas, dictate a reorientation from cost management to results management. These changes also apply to the area of ​​personnel management. The transformations especially affected commercial sphere. This means that now every employee must strive to achieve the maximum possible positive results during his working life, which will directly affect the size of his salary, the possibility of receiving various incentive payments and bonuses, as well as movement on career ladder within one organization.

At the same time in commercial structures There is a steady trend towards the imposition of certain sanctions in the form of monetary penalties or deprivation of bonuses for failure to fulfill the established plan.

In addition, it is obvious that the practice is widespread when an employer hires a person who does not have an education in the relevant specialty. As a rule, this applies to positions such as sales manager, merchandiser, human resources specialist, advertising manager, etc. In these cases, more attention is paid to the internal qualities of a potential employee, in particular activity, determination, resistance to stress, desire and desire to learn and work, etc. This is the reason why today large companies organize master classes, seminars and trainings of various types for their specialists, who have the goal of developing employees in professionally, increasing the level of their qualifications, and in the field of personal growth.

Particular attention is paid to the development of the corporate culture of the organization, which represents an established and supported by all model of behavior of the members of the enterprise. It includes the adopted leadership system, methods and styles for resolving emerging conflicts and problematic situations both between employees and in relations with clients, the position of each subject, etc. Corporate culture The symbols of the organization, slogans, prohibitions and certain rituals also make up. This approach allows you to establish relationships with potential clients and, consequently, increase profits and reputation, which will have a positive impact on the development of the company itself and on the financial situation of its employees.

Thus, the personnel management system in force today has gone through a long period of formation and development. And thanks to the painstaking study of the historical aspects of its formation, it is at a fairly high level.

1. The economically inactive population includes (specify several if necessary):
employees
having paid work (service)
persons in prison
self-employed
women on maternity and child care leave
elected, appointed or confirmed to a paid position,
temporarily not working for any reason, but potentially capable of participating in the labor process
serving in the Armed Forces, internal and railway troops, state security and internal affairs bodies
able-bodied citizens studying in secondary schools, vocational schools
able-bodied citizens undergoing correspondence courses and courses in higher, secondary specialized and other educational institutions
working citizens of other countries temporarily staying in the country

2. What is the reason for the emergence of personnel management as a special type of activity (select and indicate only one group of factors):
growing scale economic organizations, increasing dissatisfaction with the working conditions of the majority of workers
the spread of the “scientific organization of labor”, the development of the trade union movement, active government intervention in relations between employees and employers
tightening market competition, increased activity of trade unions, government legislative regulation personnel work, increasing complexity of scale economic organizations, development organizational culture.

3. In an entrepreneurial organizational strategy, the emphasis in recruitment and selection is:
to search for proactive employees with a long-term orientation, ready to take risks and see things through to the end
on the search for employees with a narrow orientation, without great commitment to the organization for a short time
on the search for diversified employees focused on achieving great personal and organizational goals

4. Human resource plans determine:
Recruitment policy for women and national minorities
policy towards temporary workers
pay level
assessment of future staffing needs

5. The principle of conditioning the functions of personnel management on production goals implies that:
HR management functions focused on production development are ahead of functions aimed at ensuring the functioning of production
HR management functions are formed and changed not arbitrarily, but in accordance with production goals
it is necessary to develop multivariate proposals for the formation of a personnel management system and select the most rational option for specific production conditions

6. Methods for forming a personnel management system include (if necessary, indicate several):
method of analogies
goal structuring method
morphological analysis

7. Identify the main groups of personnel management methods in the organization (indicate several if necessary):
administrative
economic
statistical
socio-psychological
stimulation

8. Which methods have an indirect nature of managerial influence (if necessary, indicate several):
administrative
economic
socio-psychological

9. Job descriptions and their specifications (defining requirements for candidates) are very useful for recruitment and selection specialists as they allow them to attract the most suitable of all possible candidates:
Yes
Sometimes
No

10. A standardized form for presenting the content of work at a specific workplace at a specific time is:
job description
employee score sheet
interviewer's sheet
employee questionnaire

11. The main tasks of personnel marketing are the study of production development, labor market research, analysis of sources of covering personnel needs, analysis of ways to obtain personnel, analysis of the costs of acquiring personnel, selection of alternatives or a combination of options for sources and ways of covering personnel needs:
everything is true
partially true
wrong

12. How to increase the supply of workers in an organization (bring the number in line with its real needs) without resorting to additional hiring from outside (indicate several options if necessary):
use working time overtime
use labor leasing
use flexible working hours
use contracts for specific work

13. The ability of an organization to change and bring the professional and qualification structure of its employees in accordance with the requirements of the changed workload represents:
numerical adaptation of the workforce
functional adaptation of the workforce
remote adaptation of the workforce
financial adaptation of the workforce
labor leasing

14. Varieties flexible schedule works are (if necessary, indicate several):
sliding schedule
variable day
very flexible schedule
division of the workplace
division of work
temporary part-time hire
part-time
homework
part-time job

15. The forms of part-time employment of personnel are the following (indicate several if necessary):
sliding schedule
variable day
very flexible schedule
division of the workplace
division of work
temporary part-time hire
partial rate
homework
part-time job
flexible workplace placement

There are four main schools that describe how organizations and the people working in them function and how to manage these people: the classical school (F. Taylor), the human relations school (E. Mayo), the “systems approach” (N. Wiener) and theory of chance (J. Woodward). Personnel management is, both from a scientific and practical point of view, an area that is characterized by the presence of a wide variety of approaches and concepts. The figure provides an overview of various human resource management concepts.

Some scholars call such schools as: School of Management Science, School of Administration, School of Psychology and Human Relations and School of Management Science (Quantitative School). It is useful to briefly analyze these approaches in order to identify what they have brought to the practice of human resource management. Personnel management and human resource management have gone through several stages of development following economic and social changes. In general, the stages of this development are presented in the table.

The founder of the school of scientific management is considered American engineer(1856–1915). He stood at the origins of creation modern management. But unlike many specialists developing management theories, Taylor was not a research scientist, but a practitioner: first a worker, then a manager, and later the chief engineer in a steel company.

The creators of this school based their approaches on two principles.

The first is the principle of vertical division of labor - the manager must be assigned the planning function, and the employee must be assigned the function of executing the assigned task.

The second principle is the principle of labor measurement . Its essence lies in the fact that, using observations, measurements, logic and analysis, the administration can improve many manual labor operations, achieving their more efficient performance. Methods of scientific organization of labor made it possible to significantly reduce the cost of living labor, which contributed to a significant increase in worker productivity.

Considering the importance of applying the methods of scientific organization of labor (SLO) in practice, F. Taylor formulated based on these methods new responsibilities of the administration .

Among the responsibilities of the administration, he highlighted the following:

• development of a scientific foundation for each individual action in all types of labor with the establishment strict rules for every movement, improvement and standardization of all tools and working conditions;
• careful selection of workers, their subsequent training, education and development in order to obtain highly qualified workers;
• cooperation with workers in order to achieve compliance of all individual branches of production with those previously developed by the administration scientific principles, as well as mandatory incentives for workers for accelerated work and for their accurate fulfillment of production tasks;
• equal distribution of labor and responsibility between the administration and workers (the administration takes upon itself those branches of labor for which it is better suited).

The main disadvantage of F. Taylor's system seems to be that in its original form it was designed for disciplined workers. However, on modern stage development of science and practice of personnel management, the principles of scientific management are still progressive and relevant. In addition, Taylor came to the important conclusion that the main reason for low productivity lies in the imperfect system of incentives for workers. To maintain a worker's constant expectation of reward, Taylor proposed using a “progressive” wage system.

The works of F. Taylor's most famous student, G. Gantt (1861–1919), are characterized by the statement that a working person should be given the opportunity to find in his work not only a source of existence, but also a state of satisfaction. In 1901, G. Gannt developed the first system of payment for high-quality, early completion of production tasks. With its implementation at a number of enterprises, labor productivity more than doubled. G. Gannt believed that “the problem of the human factor is one of the most important problems management". Gantt is a pioneer in the field operational management And scheduling activities of enterprises; he developed a whole system of planned schedules.

A significant contribution to the scientific theory of management was made by those who in the 20s of our century were active supporters of the direction described above. They were looking for the best ways to do any job using basic movements. Frank Gilbert was the first to use cameras and motion pictures to study the movement of workers. Lilian Gilbert was the first to begin dealing with personnel management, its scientific selection, placement and training.

One of Taylor's followers is the famous American scientist Harrington Emerson (1853–1931). He developed a staff management principle, while paying great attention to personnel, noting the need to manage them. Emerson was one of the first to declare the need for the position of “personnel manager.”

G. Emerson wrote back in 1912 in his work “The Twelve Principles of Productivity”: “for production it is extremely important to have at least a few specialists who have intuition, observation, understanding, on the one hand, and the whole wealth of physiological, psychological and anthropological knowledge, on the one hand.” another. Only such a specialist can give the administration and the job candidate truly competent advice, only he can truly say whether the candidate is suitable for the job.”

(1863–1947) was one of the creators of the “philosophy of practice” of the 20th century. He developed a theory, the main provisions of which are:

• pay each worker highly and ensure that he works 48 hours a week, but no more;
• ensure the best condition of all cars, insist on their absolute cleanliness, teach people to respect others and themselves.

Guided by these principles, he established an 8-hour working day and increased the wages of his workers by 2 times compared to generally accepted standards, opened unusual schools with scholarships intended for hardworking and talented students, and created a special sociological laboratory to study the working conditions, life and leisure of workers .

In general, the merit of Taylor, Gannt, the Gilbert spouses, Ford and other supporters of this school in the development of personnel management as one of the areas of management lies in the approval of the following principles:

• selecting workers best suited to perform certain tasks and training them;
• providing workers with the resources required to effectively complete tasks;
• systematic use financial incentives to improve productivity.

The formation of the classical (administrative) school is associated with the name of the Frenchman Henri Fayol (1841–1925). The goal of the classical school was to create universal management principles, adherence to which would lead the organization to success. These principles affected two main aspects: the development of a rational structure of the organization and the construction on its basis of a rational personnel management system, which is a bureaucratic model. The formulation seems interesting 14 principles, subject to which effective management of an organization is possible .

Division of labor. Required specialization for effective use labor force in relation to all types of labor, both managerial and executive.

Power and responsibility. According to Fayol, power and responsibility are interconnected, with the latter being a consequence of the former.

Discipline. Understanding discipline as respect for agreements designed to ensure obedience, diligence, energy and outward displays of respect, Fayol emphasizes the importance of good leaders at all levels to maintain discipline.

Unity of command. Unity of command, from Fayol's point of view, has the advantage over collegiality that it ensures unity of point of view, unity of action and unity of management. Therefore it tends to predominate.

Unity of leadership. Activities pursuing the same goal must have the same leader and a single plan.

Subordination of private interests to public ones. The interests of an employee or group of employees should not exceed the interests of the enterprise.

Fair remuneration for staff. Work incentive methods must be fair and provide the greatest possible satisfaction to employees and employers.

Centralization. Fayol talks about the degree of concentration or dispersion of power.

Scalar chain of command in hierarchy. There must be a “chain of command” from the highest to the lowest rank, which should not be abandoned. But it is advisable to reduce it if following it too carefully can cause harm.

Order. Everything has its place.

Justice. Loyalty and dedication of staff must be ensured by respectful and fair treatment of subordinates by the administration.

Job stability for staff. Excessive employee turnover is both a cause and a consequence of poor management, which can have significant risks and costs.

Initiative. Subordinates must be given the opportunity to exercise personal initiative.

Corporate spirit. The principle is “in unity there is strength.”

Analyzing these principles, you can see that most of them relate to the field of personnel management.

In addition, Fayol identified 6 groups of operations: technical, commercial, financial, insurance, accounting, administrative. He divided administrative operations into planning, organizing, motivating, controlling and coordinating.

The formal bureaucratic model of management proposed by the classical school, although in itself, as a theory, is appropriate and effective, ultimately turned out to be divorced from the real problems of management, associated primarily with the problem of the human factor. The main disadvantage of the administrative approach is that the status of the employee and his remuneration depend not on the results of his work, but on the position he occupies on the hierarchical ladder of the organization.

In the 30-50s. XX century in the West, the “neoclassical” school became widespread, arising in contrast to the classical one. She was named school of human relations, since she sought to complement the depersonalized relationships built on the basis of the theory scientific management, and also in accordance with the bureaucratic models of the classical school, the concept of cooperation between workers and entrepreneurs. The school of human relations focused on the complexity of the human factor problem, the resolution of which is the main task of personnel management.

The emergence of the school of human relations is associated with the name of the German psychologist (1863–1916). In his work “Psychology and industrial efficiency“he formulated the basic principles according to which personnel should be selected for leadership positions.

By the end of the 50s, the school of human relations led to the emergence behaviorist direction, the main postulate of which is not the establishment of interpersonal relationships and improvement of the psychological climate in the team, but increasing the effectiveness of an individual employee and the organization as a whole based on behavioral sciences. Prominent representatives of this theory are: Douglas McGregor, Rensis Likert, Abraham Maslow. They studied various aspects social interaction, motivation, the nature of power and authority, leadership, communications in organizations, etc. Thus, their research contributed to the emergence in the 60s of a special management function and direction in science, called “personnel management”.

A prominent representative of the behavioral school is Douglas McGregor (1906–1964), who developed the theory of “X” and “Y”. According to his theory, there are two types of management, reflecting different attitudes towards employees.

The school of “behavioral sciences” and the school of human relations have shown that wages is not the only incentive for an employee to perform highly productive, effective work.

In the second half of the 20th century, such approaches as process (from the late 50s), systemic (from the mid-70s) and situational (80s) developed and became widespread in management and, consequently, in personnel management. e years).

The process approach considers management not as a series of disparate actions, but as a single process of influencing the organization and personnel. This approach made it possible to carry out personnel management not in isolation from general management, but in conjunction with other elements and processes, such as: assessment of external and internal environment organization, planning, control, etc.

The systems approach considers all processes and phenomena in the form of integral systems that have new qualities and functions that are not inherent in its individual elements. Currently, the systems approach can be considered a management methodology, which forms a way of thinking that considers all phenomena of the external and internal environment in unity.

Situational, or case (from the English word case - situation), approach to management, just like the systemic one, is rather a way of thinking. The method was developed at Harvard Business School (USA) and, as a variation scientific method, is aimed at developing situational thinking in a person, that is, the direct application of acquired theoretical knowledge to the analysis of real processes.

When considering the last three directions in the development of management theory, one can notice that they are not theories, but rather combinations of management theory and practice, that is, situational, systemic, process approaches are methods of applying management theories in practice.

In the domestic science of management in the 20s, the so-called “productive interpretation” of E.F. was popular. Rozmirovich, who expressed the idea that the system of managing people is being replaced over time by a system of managing things. It is difficult to agree with this position. F.R. paid much attention to the study of management problems. Dunaevsky. He focused on the problems of personnel selection, training and incentives. Researcher at the Institute of Management Technology E.K. Dresen paid special attention to the role of the leader, selection of reserves and training.

In the 20-30s in Russia, the greatest contribution to the study of psychological and psychophysical aspects of people management was made by: N.D. Levitov, A.V. Petrovsky, N.A. Rybnikov, I.M. Burdyansky, I.M. Sechenov , I.P. Pavlov, N.E. Vvedensky, E.N. Dementyev, V.M. Bekhterev, O.A. Ermansky.

In addition, mathematics and statistics, engineering and related fields of knowledge have made significant contributions to the theory of personnel management. By the end of the 30s in Russia, management research was practically curtailed.

The revival of interest in personnel management in Russia occurred in the 70-80s. Research in the field of human resource management in domestic practice were carried out primarily by specialists in the field of psychology and sociology of labor.

It should be noted that there are no general approaches in management, and especially in personnel management - there are only general principles management, which generate various management systems with their own unique characteristics, since they take into account certain national values, characteristics of psychology, mentality, etc. Thus, Russian managers cannot use a ready-made management model, but must find their own ways and levers of applying theoretical knowledge and practical experience from different countries to create a full-fledged Russian system personnel management.

As important as how the staff has been in the past, it is equally important how the staff will progress in the future. This is because today's HR environment is undergoing changes that require HR to play an even more critical role in organizations.

People management, as the main task of management in organizations, is always based on a set of fundamental initial theoretical and empirical premises that form the paradigm on the basis of which the human management system in an organization is built. People of action and even researchers (like Moliere's hero, who did not know what he was saying in prose) often do not think about the fact that they solve their specific problems based on one paradigm or another. A radical paradigm shift has occurred in the theory and practice of management and, it seems, there are signs of a new revolutionary turn in this area. These processes in Russia, in Western and Eastern countries with developed market economy occurred in parallel in different forms, but ultimately had much in common.

At the same time, we can distinguish four concepts of the personnel function in organizations that developed within the framework of three paradigms (and, accordingly, systems). These concepts are:

1) use of labor resources;

2) personnel management;

3) human resource management;

4) human management.

Table 1. Human management system in the organization

A fundamental paradigm shift (see Table 1) from economic (system I) to organizational (system II) occurred in the West at the beginning of this century. In Soviet Russia, this happened explicitly only at the end of the 60s, although an implicit bureaucratic version of the organizational paradigm (with a categorical denial of the actual “theories of bureaucracy”) was present and quite successfully applied in the administrative-command system throughout the century in the 30-60s. -e years To this day, bureaucratic organizational thinking appears to dominate popular consciousness. Russian managers, although in practice its erosion occurs both in the negative (due to weakening government agencies), and in positive (due to the development of democracy and entrepreneurship) plans.

The latter indicates the gradual penetration into our Russian consciousness of social concepts of organization within the framework of system II, and now the new humanistic paradigm (system III), which in our conditions is, on the one hand, a spontaneous and bizarre reaction to liberation from the shackles of totalitarianism, on the other hand the other is a return to the Russian humanistic tradition of collectivism, Christianity, and compassion. In the West, the moderate spread of System III looks like an evolutionary continuation of the theories of post-bureaucratic organizations (60s), which received a new impetus for development at the turn of the 80s. in connection with a close study of Japanese management experience.

What is the humanistic paradigm?

The humanistic paradigm is based on the premise that a person is the main subject of an organization and a special object of management, which cannot be considered as a “resource”. This philosophy is officially proclaimed (although not always and not implemented in everything) by the leaders of Japanese management.

In this case, the person is, in principle, considered as a member of the “organization - family”, and the function of management is to “manage the human being”.

According to this approach, it is not a person who exists for the organization, but an organization for the person, according to whose desires and abilities its strategies, structures, systems and intra-organizational relations are built. At the center of the coordination of joint efforts is the self-government of the organization's members, in which everyone participates to one degree or another, the acquisition of qualifications is carried out primarily through experience (on-the-job training), the main lever of influence on people is the “hard” organizational culture. This concept includes, according to the apt definition of one of the European experts, the “programmed collective mind” of the organization’s members regarding the understanding of its mission and goals, dominant values ​​(what is good, what is bad), agreement on attitude towards labor responsibilities, stereotypes of behavior accepted in the team, established patterns of relations between superiors and subordinates, colleagues, all people in the organization and in relation to other similar social aspects of the organization. The essence and state of organizational culture is what distinguishes one organization from another. It is this aspect, which is closely related to the psychological climate (the sense of satisfaction of organization members), that comes first in the totality of factors that ultimately determine the “quality of working life.”

This kind of paradigm could be classified as “organizational idealism” - a phenomenon that exists only in theory and not in practice (except perhaps embodied in some creative organizations). However, we are forced to take it seriously not only by the work of humanistic organization theorists, but also by the well-known successes of, on the one hand, Japanese (and generally Eastern) management, which conceptually perceives this paradigm, and on the other hand, the viability of small (in particular, family, very humanized ) business, the importance of which in countries with market economies is increasingly increasing around the world.

Concepts characteristic of system III can be of serious importance for Russian management thought and partly for management practice, not only for their pragmatic value, but also for designating some kind of guideline in ongoing reforms and future development. They are in good agreement with the philosophical views of Russians on life, although they contradict the still widespread administrative-command stereotypes of ideas about the effective management of enterprises and organizations.