Strategy and Tactics of Anti-crisis Management of Labor Organization of Production Personnel

A. Alaverdov
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Abstract

The subject area of the article is the personnel direction of the activity of small businesses and the peculiarities of their management in modern domestic conditions. The scientific position is argued, according to which the above-mentioned direction has a pronounced specificity that excludes the possibility of using a significant part of both strategic approaches and applied HR technologies that are successfully used in the organization of personnel work at large and even medium-sized businesses. Ignoring this specificity is fraught with both market and purely financial losses for the category of economic entities under consideration due to a fundamental decrease in the effectiveness of the internal HR management system, therefore, an increase in the likelihood of negative realization of various personnel risks of a quantitative and qualitative nature. The purpose of the study is to develop proposals for the choice of strategy and tactics of personnel management of small businesses, fully taking into account the specifics of the personnel direction of their activities. The objectives of the study are to determine the specifics of the functioning of small businesses in the external and internal labor markets, the resulting additional requirements for the organization of personnel work, as well as the development of practice-oriented recommendations for the introduction of applied HR technologies that provide a high degree of social orientation of the personnel management strategy. Research results: the features of the organization of personnel work of small business entities that distinguish them from representatives of other business entities on the scale of business are revealed. Taking into account these features, recommendations on: the choice of strategic approaches to solving the main tasks in the personnel direction of the small business; distribution of powers in the field of personnel management between the director (owner) of a small enterprise, its personnel department and heads of structural divisions; introduction of innovative HR technologies that improve the quality of the human capital of a small business as one of the important factors that ensure its competitive position in the serviced market.
生产人员劳动组织反危机管理的策略与策略
本文的主题领域是小企业活动的人事指导及其在现代国内条件下的管理特点。科学的立场是有争议的,根据上述方向具有明显的特殊性,排除了在大型甚至中型企业的人事工作组织中成功使用的战略方法和应用人力资源技术的很大一部分的可能性。忽视这一特殊性,对于所考虑的经济实体来说,由于内部人力资源管理系统的有效性从根本上降低,可能会造成市场和纯粹的财务损失,因此,各种数量和质量性质的人员风险消极实现的可能性增加。这项研究的目的是为小企业人事管理的战略和战术的选择提出建议,充分考虑到其活动的人事方向的具体情况。该研究的目的是确定小企业在外部和内部劳动力市场中的运作细节,由此产生的对人事工作组织的额外要求,以及为引入应用人力资源技术制定面向实践的建议,这些建议为人事管理战略提供了高度的社会导向。研究成果:揭示了小企业单位在人事工作组织上区别于其他企业单位在经营规模上的代表的特点。针对这些特点,建议:选择战略途径解决中小企业在人事方向上的主要任务;小企业董事(所有者)、人事部门和结构部门负责人在人事管理领域的权力分配;引进创新的人力资源技术,提高小企业的人力资本质量,作为确保其在服务市场竞争地位的重要因素之一。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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