House, design, renovation, decor. Courtyard and garden. With your own hands

Socio-psychological methods of personnel management are among the main ones. This is the largest group of methods by which management influences the work of the team as a whole. In contrast to economic and administrative methods, the socio-psychological aspects of personnel management are based on knowledge of psychology and sociology, and such knowledge should be deep enough and, of course, professional. Currently, there is a huge competition among employers in the market for goods and services. They are fighting to improve the quality of the services provided, as well as to increase the efficiency of their own employees. When it is not possible to cope with traditional methods of influence, for example, economic ones, psychology and knowledge of the peculiarities of the structure of society come to the rescue.

In this regard, this group of methods is subdivided into sociological ones, which are aimed at a group of employees at the enterprise, and psychological ones, with the help of which they influence a specific person. Ideally, the staff psychologist has social skills.

A person in the system of labor values

The modern employer considers a person as the highest link in the chain of the internal system of the organization.

The success of the enterprise as a whole depends on the attitude of a particular person or group of employees to work. And for the employer, the main thing is the development of the organization, the enterprise, he is directly interested in the fact that his structure works flawlessly, and the business generates income. As a result, many companies now have crisis managers and in-house psychologists. They work to create the “right” employee, focused on achieving results.

An important aspect for the organization of successful work in a team is its cohesion. It can be difficult to achieve due to the biological and psychological characteristics of the individual in the team. In this case, sociological management methods come to the rescue.

An experienced psychologist who works with this group of methods of influencing members of the work collective will definitely note psychodiagnostics. It is aimed at individual work with each person, identifying the prospects for the development of his personality, determining the so-called "maximum".

Sociological methods are very important. With their help, it is possible to track the place of each person in the team. In a work collective, as in any society, there are leaders, a group of confidants, outsiders, and rejected members of the collective.

After ranking the employees, the social planning method is applied. Its essence boils down to the development of social standards and their application to each employee. After the conducted research, the management understands what each employee needs: what is the living wage, social aspirations, and much more.

Modern methods of social and psychological personnel management

It is worth saying that social and psychological methods of personnel management were of particular relevance in the Soviet period, then they began to be used much less frequently.

Currently, they are actively used in foreign companies. However, it cannot be said that this group of methods is not applied to the management of modern companies.

Currently, the following methods of socio-psychological research have been tested and actively used: questioning, interviewing, social observation, interview. The latter method is actively used when hiring an employee. This makes it possible to determine how an employee is suitable for work according to certain criteria.

Methods of psychological planning are a fundamentally new direction when working with personnel. They are aimed at influencing the personal qualities of a person. It is in the competence of psychological planning that the setting of development goals and performance criteria is located, which makes it possible to increase the success of collective and individual work.

The result of psychological planning is the formation of groups in a team in accordance with the psychological characteristics of the group members. It is known that success in any business can be achieved if we act together. Grouping by preference also helps to cut conflict situations in half. The growth of the intellectual abilities and competence of the personnel also depends on the psychological climate in the team.

It is worth noting that the listed methods of social and psychological influence are legal and cannot harm the mental health of employees of the work collective. On the contrary, they are aimed at improving the microclimate of society.

However, it is worth remembering that social and psychological methods of personnel management of an institution are a very subtle tool that should be used with the utmost care. Human resource managers at the enterprise, in the institution should use the methods of this group in a metered and differentiated manner, in accordance with the individual characteristics of each employee.

The effectiveness of this group of methods is ensured by the optimal combination with the previously considered methods of personnel management. Socio-psychological methods of management are methods and techniques of influencing interpersonal relations and social processes taking place within the work collective. The implementation mechanism of this group of methods is based on the knowledge of the psychophysiological characteristics of the employee. Their implementation presupposes the comprehensive development of labor resources, an increase in the level of maturity, labor activity of personnel, the creation of satisfactory working conditions and interaction of employees. This group of methods forms a favorable psychological climate in the team and is focused on meeting the social needs of the staff. A sense of stability, reliability of position, commitment to one's business and enterprise, striving for self-improvement, creativity are considered as factors that have a direct impact on the performance of the organization.

According to the direction of influence, socio-psychological methods of management are divided into two interrelated groups: methods and techniques of influence aimed directly at a specific employee, taking into account his individual and personal characteristics, and methods of managing a group or collective of an enterprise, which is a single social organism. The methods of exposure are distinguished:

Methods that take into account the psychology of personality behavior;

Methods for the formation of social interaction within the team;

Methods for the formation of social factors of labor, provision of working conditions, life and rest of workers.

The effective managerial influence of the manager involves making decisions based on the analysis of the personal, individual-typological characteristics of the subordinate. It is primarily about the selection and distribution of

10.4. Socio-psychological methods of personnel management 267

functions between employees. The concept of professional suitability in relation to trade includes the presence of an employee with a number of psychological characteristics necessary for business communication, forging and developing partnerships, servicing monetary and commodity values, working with buyers and clients. The totality of these requirements can be differentiated into the following groups:

1. Mental processes (perception, memory, imagination, thinking).

2. Mental states (fatigue, fatigue, apathy, stress, anxiety, depression).

3. Emotional states (restraint, affectation, indifference).

4. Volitional qualities (persistence, consistency, impulsivity).

5. Personality traits (temperament, level of intelligence, ability to influence people, inclination to independence, creativity, striving for self-development).

6. Character traits (organization, punctuality, diligence, sociability, demeanor).

So, from the personnel working directly in the trading floor (administrators of the trading floor, sellers, cashiers), it is required to have such professional characteristics as self-discipline, attentiveness, sensitivity, patience, self-control. The use of the normative profiles of the position in the selection of personnel will make it possible to assess the degree of the employee's compliance with the nature of the functions performed.

The use of socio-psychological methods is based on the study of internal values, ideals, and beliefs of a person, which determine the type of motivational orientation of the employee. Its compliance with the parameters of the enterprise management system, organizational culture should be considered as internal factors of business competitiveness. Group values ​​(norms) determine the behavior of the group in the process of fulfilling the tasks assigned to it. Socio-psychological methods of management are associated with the study of these norms and the influence of the head on the process of their formation.

In this part, they are an integral part of the group dynamics. Group dynamics is an area of ​​management that deals with the properties, development and management of intra-group interaction. In the practical activities of the manager, methods of forming effective groups, their cohesion, the development of group activity, and the formation of a favorable socio-psychological climate are widely used. Methods of social interaction are based on the use of certain norms, and above all social ones. Their purposeful formation by top management is an important task of management. General organizational norms of personnel behavior are determined by the corporate culture, the philosophy of the organization.

This term appeared in management practice in the 60s of the XX century. Organizational culture can be characterized as a system of fundamental values, internal corporate rules, social norms that identify the organization in the external environment and determine the requirements for the behavior of its personnel. Organizational culture determines the model of behavior of the organization as a whole, formal and informal groups within it and individual employees. It is viewed as an integrating mechanism, a means of including an employee in the system of intra-firm relations, which forms the style of doing business, approaches to the distribution of the organization's resources, and its behavior in crisis situations. Organizations with a holistic, strong culture can get by with a small number of directives, regulations, instructions. In market conditions, the organizational culture of a trade enterprise is consumer-oriented.

The concept of culture includes adherence to certain traditions in relations with customers, partners and the staff of the organization itself. The corporate culture forms the criteria for the quality of customer service, the goods and services sold, and the fulfillment of established duties. It determines the choice of approaches to solving problems, the style of behavior of the management staff and ordinary workers. The external attributes of its manifestation are clothing, hairstyle, manner of communication between staff. Corporate culture

10 4. Socio-psychological methods of personnel management 269

formed by senior management over a long period of time. Following it is a factor in team cohesion. It is reflected in the regulatory documentation that declares corporate values, traditions, norms of behavior, priorities, symbols and features of the external manifestation of organizational culture.

The upbringing of workers in the spirit of the proclaimed values ​​is included in the concept of socialization and takes quite a long time. It is not limited to the development of special programs, a set of specific regulations, rules, standards that employees must follow. The culture is perceived by the personnel through knowledge and respect for the "history", "biography" of the organization. People join it in the process of following established traditions, customs, participation in the emerging and established ceremonies and rituals. Culture is expressed in the adopted system of interpersonal communication and is characterized by an official and spoken language, a system of informal communication.

For the formation of culture, the selection of a specific symbolic-sign system is of great importance. It includes:

The firm name of the organization;
- trade mark (name, emblem, design);

System of corporate identification (trade marks, logos, symbols);

In-house insignia (special badges, work uniforms for trade floor workers, branding of interiors, showcases);

Requirements for the style of clothing of employees.

The listed elements form a certain subculture of the organization, create a special psychological atmosphere, and form in the employee a sense of belonging, belonging to the organization. The style of intra-organizational communication, the attitude of the administration to the needs of employees are also components of the organizational culture.

With the help of socio-psychological management methods, conditions are formed for experimentation,

Chapter 10. Personnel management methods ...

reorganization and improvement of work processes. Psychological support for non-standard-minded employees who are able to propose and implement new ideas, contributes to the growth of the organization's competitiveness in the market. The efficiency of the personnel is influenced by the level of its social protection. The high probability of retaining the workplace in which the employee is interested, guarantees of remuneration, its conditions, health protection form a sense of security, stability of position, loyalty to the organization. A special place is occupied by methods of social and psychological stimulation of the work of personnel, which provide for the implementation of a whole range of measures that motivate personnel to achieve better results. This group of methods is discussed in more detail in Section 16.5. Within the framework of the system of social and psychological impact, work is being carried out to improve the working and rest conditions of employees, to meet the cultural and household needs of employees and their families. The specificity of the use of various methods of personnel management of the organization is reflected in the plan of social development of the collective of the trade enterprise.

PLANNING OF SOCIAL DEVELOPMENT OF THE COLLECTIVE OF THE TRADE ENTERPRISE

Planning the social development of the enterprise team provides an integrated approach to the implementation of its social policy. Developed plans should be considered as a tool to ensure the rational use of limited financial resources. The social policy of the administration ensures the formation of conditions for the fullest realization of the labor potential of the personnel. It contributes to:

Development of professional characteristics of employees (growth of education, qualifications, development of professional skills);

10.5. Planning the social development of the team ... 271

Formation of conditions for effective social interaction;

Formation of the corporate spirit of the organization, commitment, dedication to its values;

Formation of a favorable socio-psychological climate - an important condition for the high-quality performance of professional functions;

Rational organization of labor;

Staff support in solving social and domestic problems of the employee as a means of increasing the staff's free time;

Creation of conditions for ensuring and maintaining the performance of personnel (strengthening and preventing health, physical development of the employee, psychological support);

Raising the cultural level, developing abilities, creative potential - conditions for activating the human factor of labor productivity.

Social policy is an integral part of the personnel policy of the enterprise. Its principles are aimed at ensuring the interests of the organization through the implementation of the interests of the individual employee and are implemented in terms of the social development of the organization.

Social planning of trade development
acceptance is a sound and material
a secured system of measures aimed at re
regulation of social and labor relations, mobilization
human resources of the organization, the formation of
dedication, dedication of the staff to its interests. At
development of sections of the social development plan taking into account
external and internal regulatory documents
(Labor Code of the Russian Federation, labor agreements, collective agreements).
The development of the draft plan is carried out by employees
personnel services, economists with the involvement of
workers of the labor collective represented by trade union or other
other community groups that protect the interests
workers. The plan approved by the head of the enterprise
this takes the form of a binding directive
fullness,

Chapter 10. Personnel management methods ...

The initial information for drawing up a plan are:

External and internal documentation regulating social and labor relations;

Enterprise development plans for the planned year and future (corporate business plan);

The results of the analysis of the development of the organization's labor potential (analysis of statistical data, documentation reflecting the social structure of personnel, the prevailing areas and the level of costs for meeting social needs);

Generalized data of observations of the social life of the labor collective;

The results of the analysis of materials from questionnaires and interviews of employees of the organization, conducted in order to find out assessments, opinions on the effectiveness of the social policy pursued by the administration and the preferences of personnel for the future;

Analysis of the existing experience of planning social
the development of the team in our country and abroad.

The structure of a social development plan can take the following form:

Title page. The name of the enterprise, the name and amount of financing of social programs, the names of the person in charge and the authors, the signature of the head of the enterprise and the chief accountant.

Summary. The most important provisions of the main sections of the plan are outlined: personnel policy, goals and strategy of social development of personnel, list and main provisions of social programs, financial resources allocated for their implementation, sources of funding, planned effectiveness of activities.

1. Planning the social structure of the team.

The social structure of the organization's collective is the ratio of various social groups of workers who implement certain social functions in the process of labor activity.

10.5. Planning the social development of the team ... 273

1.1. Planning the socio-demographic and qualifications structure. The decision on the socio-demographic and qualification structure of the personnel is determined by the corporate strategy, taking into account the work experience, the style image of the organization, the operating conditions (features of the trading process, forms of sale, technical equipment and a number of other factors). Along with them, cultural norms and traditions play an important role.

The section should provide data on the number and composition of vocational qualification groups by gender and age. In accordance with the professional composition, there are three main groups:

Administrative and management personnel (top managers, functional managers and functional service workers);

Trade and operational personnel (employees engaged in direct customer service: managers of commodity departments, sections, sellers, cashiers, controllers);

Support staff (workers serving the sales process: warehouse workers, packers, pickers).

Sellers, depending on the qualifications and complexity of the functions performed, can be divided into categories (from 1 to 5). Levels can correspond to them (senior salesman, salesperson, junior salesperson, salesperson's apprentice).

In the context of vocational and qualification groups, data on the age and sex structure of employees are provided. Employees can be grouped by age as follows: up to 20 years old, 20-29 years old, 30-39 years old, 40-49, 50 and older. In enterprises with a small number of personnel or a pronounced style predominance of certain age groups, it can be changed. In accordance with the nature of the relationship to the property of the enterprise, there are employees who own shares in the enterprise and shares in the authorized capital and employees.

The composition of employees for the planned period of time is determined taking into account the trend of changes in these indicators for previous years, corporate strategy, and natural movement of personnel. On its basis, it is planned

Chapter 10. Personnel management methods ...

additional need for workers in the context of qualification groups, sources of its satisfaction and a specific list of measures to ensure their use.

1.2. Youth work. This section is introduced taking into account the importance of attracting young people to work in the industry and includes a set of measures for the recruitment, adaptation and development of the most promising workers. Large and medium-sized trade enterprises are planning activities for the recruitment of youth among students of higher, secondary specialized educational institutions, colleges and schools. It consists in informing students about the specifics of work in this enterprise, the nature of work in the main professions, the provision of jobs during vacations, production and pre-graduation practice. The section contains a list of activities to work with youth in the planning period and the costs associated with their implementation.

1.3. Staff development program. It is determined by the strategy of the organization, its personnel policy, the prospects for technical development and the introduction of new forms of trade services. In the context of professional groups, the current level of general and special education of workers is given, the qualifications obtained in the course of training in its various forms (internship, mentoring, special courses and fees). Then, their compliance with the complexity of the work performed and the level of their technical equipment in the planned period is assessed.

According to the level of education, the following groups of workers can be distinguished: with higher vocational education, with secondary vocational education (technical school, college), with primary vocational education (technical schools, lyceums), with general secondary education. In the context of the listed groups, employees are distinguished who have undergone additional special training according to the established program. Further, the correspondence of the educational structure to the job requirements and qualification categories of the planned period is determined. In accordance with the deviations, a training program is developed

and staff development. Taking into account the list of related specialties, a training program for the second (combined) profession is being developed. Programs must contain a description of the acquired qualifications, a list of candidates for its acquisition, the name of the forms of training, the duration and schedule of training, financial and material costs, sources of funding. Organizations can develop programs for non-specialized training of personnel - raising the general education level, economic training, etc.

1.4. Organization personnel movement plan. The movement of personnel is understood as a change of place of work, position or a change in the qualification level of an employee. The movement plan is developed based on the needs of the organization for the planned period, taking into account the intra-professional and inter-professional movement of personnel. The plans of service and professional advancement, planning of the personnel reserve, represented by the system of personal advancement of employees, are highlighted. A forecast of the structure of managerial personnel for the planned period is made, the selection of candidates from the personnel reserve to fill vacant positions.

The most common form of external movement of personnel is layoffs. Planning for the release of personnel is carried out according to the following groups: dismissal of their own accord, dismissal at the initiative of the employer, and retirement.

2. Working conditions and health protection. It is advisable to include the following subsections in this section:

2.1. Working conditions improvement program. The list and content of activities is determined on the basis of information on the state of working conditions, interviews of personnel, recommendations of specialists and based on the resources available for the planned year. The set of planned activities should be divided into the following:

Improving the technical equipment of labor;
-improvement of the organization of work;

Measures to improve sanitary and hygienic
working conditions (temperature, humidity, exchange and speed
air movement, noise level, lighting);

Chapter 10. Methods of personnel management

Improving sanitary conditions (showers, rooms for eating and resting, dressing rooms, etc.);

Measures to improve the layout of office space and their design.

2.2. Sharp work and rest. The duration of the work shift, the duration and frequency of breaks are planned by categories of personnel and periods of time, taking into account the unevenness of customer flows during the day, by days of the week and by months. The plan reflects the principled approach to the development of timetables to go to work.

2.3. Occupational Injury Reduction Program. The development of a set of measures is based on the study of the facts of injuries and analysis of their causes. The program provides for the main areas of work on labor protection, the amount of their funding. Measures should provide for informing personnel about accidents, visual campaigning, work of safety corners, training, instructing personnel on safety measures. A system of control and responsibility for the violations committed is planned.

2.4. Program for the prevention of general and occupational diseases. The list of planned measures for the prevention of common diseases is developed taking into account the degree of their spread in the region (for example, the incidence of influenza, hepatitis) and modern methods of their prevention. These include preventive vaccinations, hardening, taking drugs that strengthen the immune system, playing sports.

2.5. Supplementary social insurance program. Its relevance is due to the rather low level of free medical care and the high cost of paid medical services. According to staff surveys, assistance in providing quality medical services provided by the administration is rated the highest. This is especially true for teams in which there is a large proportion of women of middle and pre-retirement age. The program may provide for additional payment for sick leave, the conclusion of contracts with medical institutions for preventive examinations and

10.5. Planning the social development of the team ...

treatment of employees of the enterprise, as well as payment for special medical insurance. Their list is determined on the basis of a survey of employees.

3. Stimulation of labor and improvement of social and living conditions. The section consists of the following subsections:

3.1. Pay improvement program. In os
the new program is based on the provision on remuneration, regulations
determining the formation of payments for the planned period
time.

3.2. The system of social payments and benefits. The section provides a list of social payments and benefits provided to employees, the principles of provision and distribution, the amount of funds allocated for their provision in the planning period, the sources of these funds.

3.3. Personnel support and social services program. The program contains a list of measures to improve the social and living conditions of employees, the amount and sources of funding, the procedure for the provision and distribution of services, forms of control over the quality of their performance and those responsible for the provision of certain types of services, the procedure for informing employees about the work done. The program specifies the forms and methods for assessing the effectiveness of work on the provision of relevant services. The assessment of the quality of the services provided and their compliance with the needs of ordinary workers is based on information collected through special surveys and monitoring of opinions.

The program regulates the powers, composition and procedure for the functioning of the commission on social and domestic issues, consisting of representatives of the administration and employees of the enterprise. Assistance is provided in the form of loans or gratuitous material assistance, preferential labor regime, additional leave, provision of services on a preferential or gratuitous basis, for example, legal services.

3.4. Improving the system of moral reward.
The subsection should indicate a list of means and methods,
used to reward the best workers, details
their description. In the context of planned activities, the following
to indicate the employees responsible for their conduct,
volumes and structure of financing, sources.

Chapter 10. Personnel management methods ...

4. Organizational culture, personnel development and stimulation of their labor activity.

4.1. Organizational culture and a program of events aimed at fostering a corporate spirit. In this subsection, the main organizational values ​​are declared, a description of the personnel behavior model and their symbolic symbols are given. The program provides for a list of measures to educate personnel in the spirit of corporate values. The following is the internal documentation - regulations, rules, regulations governing the behavior of personnel (for example, a declaration of corporate values).

4.2. The program for the development of personnel and stimulation of labor activity. It provides a list of specific activities to improve the maturity of staff. The development of personnel will be facilitated by the delegation of authority, the use of various forms of employee participation in management. Participation in management can be carried out in the form of the creation of specialized Councils dealing with the issues of improving trade and technological processes. The involvement of employees in management can be carried out in the form of including their representatives in the commissions exercising control over the activities of the administration, boards of directors. Management functions can be implemented in the form of participation in property, through the ownership of shares or shares in the capital of a trade organization.

The program should provide for measures to improve the preparation and holding of meetings and meetings, a mechanism for taking into account the opinions of employees when making decisions, developing an agenda, and monitoring the implementation of decisions. The program also includes a system of additional measures not provided for in the programs of material and moral incentives for employees. The list of forms is consistent with the requirements of Chapter 8 of the Labor Code of the Russian Federation.

4.3. Strengthening labor discipline and prevention
internal theft. Development of measures to strengthen
labor discipline and prevention of internal theft

10.5. Planning the social development of the team ...

is carried out on the basis of an analysis of the state of this problem, identifying the most acute moments in this area and the reasons for their occurrence. The information base is reporting, materials of internal management accounting, questionnaire surveys of personnel, surveys of employees and specialists, statistics of violations by divisions of the organization. The list of activities of specialized programs includes actions of an organizational and educational nature, measures of administrative and social impact.

4.4. Cultural work. The program of events in the field of cultural work is developed taking into account the interests of employees and their preferences. The program provides a description of the material base of cultural work, a list and procedure for holding the main events, organizers and responsible for the execution, their participants; volume and sources of funding. When planning individual activities, their purpose is indicated, the degree of coverage of workers of various categories. The plan provides methods for collecting opinions of employees about the quality of the activities.

4.5. Physical Culture and sport. The activities included in the program are grouped according to areas of work: health-improving and prophylactic, educational and sports, mass propaganda. The need for individual activities is determined based on interviews with staff.

5. The system of control over the implementation of the social development plan. The control system provides for the development of a set of measures carried out both by the administration of the enterprise and by ordinary workers. The program contains a list of divisions and specific employees for the implementation of control functions in the context of individual areas of activity.

6. Funding strategy and effectiveness of the social development plan.

When developing a funding strategy, the following questions should be answered:

How much funds are needed to implement sections and individual programs of the plan?

Chapter 10. Personnel management methods ...

What are the sources and forms of funding?

What is the procedure for generating deductions?

The section contains summary information on financing - the entire complex of measures for social planning of the development of the workforce for the planned period of time. The section provides a description of the directions and sources of financing, a list and procedure for the formation of funds and reserves created for this (for example, a social sphere fund, a corporate fund, a director's fund, a fund for the head of a structural unit), which are formed in accordance with the current legislation and the internal regulations of the organization.

To assess the effectiveness of the developed social development plan, private performance criteria are used in certain areas of social development (for example, personnel training). A generalizing indicator of the role, significance of social development plans in the organization's management system is the indicator of unit costs for social development of personnel in the gross profit of the organization (D cn).

Analyzing the dynamics of this indicator, the administration
can determine the impact of program components on
formation of labor behavior of personnel.

The use of social and psychological methods in personnel management (on the example of the enterprise LLC "SimCityTrans")

INTRODUCTION

staff management psychological motivation

In the context of the competition between enterprises for leadership in the market, an increasing number of these enterprises understand the importance of competent management of the company, personnel, which directly affects the economic performance of the company.

Any enterprise based on the work of a large number of people needs to improve the personnel management system. Every year, there are many different technologies for human resource management, but the fact that each employee is, first of all, a person with his own personal social, psychological and physiological characteristics remains unchanged.

It is these individual characteristics of a person, or rather a competent approach to managing them, that show how social and psychological management methods affect the efficiency of all divisions of an enterprise.

Relevance of the topic:The successful operation of any enterprise depends not only on the qualifications of personnel, but also on the skillful use of personnel, and the effectiveness of their management.

Personnel management is by no means a new science, but at the same time in our country it has not received due attention for a long time. Unfortunately, from the very beginning of its existence, Ukrainian business has taken an orientation towards short-term profits with a minimum of costs. Based on this attitude, investments in human capital, long-term by definition, were considered as something extraordinary. The infinity of the Ukrainian labor market also contributed a lot to the formation of this opinion.

However, the past decade of reforms has shown that this opinion is wrong. The reputation of reliability is highly valued in Ukraine today. An important component of a good reputation is the professionalism of the staff. If the management of the human collective occurs spontaneously, without taking into account the socio-psychological laws of development, the selection of personnel is carried out in a random way, then the soil is created for conflicts, a decrease in labor productivity, and dismissals of workers. Problems are gradually brewing that could have been avoided. The results of the study of the established scientific practice show that the majority of domestic commercial organizations, as a rule, focus on improving financial management. At the same time, personnel, as an object of management, remains in the background. Therefore, it is not surprising that the personnel management services of most Ukrainian enterprises have a low organizational status, are not professionally trained, and, in fact, are limited to performing only accounting functions.

purpose of work- to study social and psychological methods of personnel management.

Tasks:

Explore the main areas of work in a modern organization;

study the psychological methods of recruiting and selecting personnel;

explore the social and psychological interaction of personnel;

to investigate the influence of psychological and physical factors on the behavior of workers;

study the psychological aspects of motivation in the process of work;

to investigate the psychological methods of personnel management in LLC "SimCityTrans".

Objectresearch is socio-psychological methods of personnel management.

Subjectresearches are social and psychological methods of personnel management in LLC "SimCityTrans".

1. THEORETICAL USE OF SOCIAL AND PSYCHOLOGICAL METHODS IN ORGANIZATION MANAGEMENT

.1 The concept of socio-psychological management methods

Not every organization can afford to maintain a personnel department. Taking on the whole burden of personnel management problems, the manager himself sometimes loses motivation to work, and the business ceases to please. In this case, the key psychological aspects of management and interaction between a leader and a subordinate in everyday life are considered. How to achieve alignment of interests between subordinate and manager? Who should raise wages and how much? To fire or to motivate? What management technologies need to be mastered in order to achieve the set goals? It is also necessary to master simple but effective personnel management tools that allow you to build harmonious relationships between a subordinate and a manager.

Such a system staff formation, which would ensure the satisfaction of the needs of the effective functioning and development of the organization. The concept of "staff formation". Tasks solved within the framework of personnel formation: determination of the needs for personnel, their search, selection, registration, adaptation. Formation of internal and external personnel reserve, career planning, relocation, dismissal. Psychological aspects of personnel formation.

Development, implementation, maintenance and continuous improvement corporate system of effective personnel management... The concept of "personnel management as a direction of work of the department for work with personnel." Tasks solved in this area: development and implementation in the production life of the organization of documents regulating the processes of setting subordinates of their work goals and objectives, providing them with the necessary materials and tools for effective work, coordination, motivation and evaluation of work. Psychological aspects of personnel management.

Development, implementation, maintenance and continuous improvement of such personnel professional development systems, which would ensure the satisfaction of the needs of the effective functioning and development of the organization. The concept of "professional development of personnel". Tasks solved within this area: development and implementation of adequate ways to identify the needs of the organization in the professional development of employees, the creation of organizational, motivational, methodological conditions for various forms of professional development of employees, the development and use of adequate performance indicators of various forms of professional development of employees, the development and use of adequate ways to assess the economic efficiency of the measures applied for the professional development of employees. Psychological aspects of professional development of personnel.

Creation, maintenance and development of such corporate culture of the organization, which would be consistent with its Mission, principles of activity, strategic and operational economic goals. The concept of "corporate culture of the organization." The tasks to be solved within the framework of this direction: identification of the really existing elements of corporate culture, their assessment from the point of view of compliance with the formalized Mission and the principles of the organization's activities, the development and implementation of organizational and managerial technologies aimed at correcting or shaping public opinion, creating public sentiment, moral psychological climate, development and implementation in the daily activities of the organization of behavioral standards and norms corresponding to the formalized Mission and principles of the organization. Psychological aspects of the formation of the corporate culture of the organization.

Development, implementation, maintenance and continuous improvement of such a system for measuring the state of the organization's human resources, which would allow evaluating the results in the field of its work with personnel. The concept of "human resources of the organization" (HR) and their units of measurement. Tasks to be solved within this area: development of specific parameters and criteria for assessing HR in the above areas, development and implementation in the daily activities of an organization of assessment procedures that monitor the state of its HR (and its individual divisions) in connection with various internal and external influences on personnel, selection and / or development of software for the implementation of monitoring of the PD state, analysis of the economic efficiency of various impacts on the organization's PD and various changes in the PD state, as well as taking into account the results of PD monitoring in planning work with PD. Psychological aspects of HR state measurement.

Development, implementation, maintenance and continuous improvement systems for ensuring the working state of employees... The concept of "working state" of an employee; state as a factor in labor productivity and as a goal of management. The tasks to be solved within this area: creating the sanitary and hygienic working conditions necessary for work, ensuring the necessary measures for labor protection, observing safety measures, ensuring the necessary measures to preserve and strengthening the physical health of employees, manifesting social care for employees and their families, maintaining a favorable psychological climate in the team of employees.

1.2 Psychological methods of recruiting and selecting personnel

The success of an organization is largely determined by the level of qualifications of its employees, the degree of cohesion of the team working on one idea. Therefore, the selection of personnel is a matter of paramount importance for any company, be it a giant plant or a private hairdresser.

Contacting a recruiting company (of which there are more and more in the city lately) does not give the desired effect. The firm pays a lot of money for each selected employee, and after a while it turns out that he is not suitable for a number of parameters: he is not able to harmoniously fit into the team or his real capabilities do not correspond to the declared ones, etc. Of course, this does not mean at all that one should completely abandon the services of recruiting companies, especially since reputable companies provide guarantees for the selected personnel, but of course, the company (more precisely, its personnel officers) must itself know the methods of personnel selection, be able to apply them in practice, attract to this work of a psychologist, etc. Now let us consider in more detail the possible options for the selection of employees for the organization.

The most popular sources of recruiting staff for vacant positions are employees of their own company and specialists who are looking for work on their own. Most companies use these sources. This hiring option has a number of advantages over others: we already know the employee of our company well, and we can judge about him by his contribution to the business of the company. The promotion of this employee is an incentive for the rest of the employees. The next method of searching for workers is to contact the state employment service. Thus, it is often advantageous to select employees of working specialties with secondary specialized education. The next option for recruiting employees is searching among graduates of higher educational institutions (more on this later), as well as recommendations from friends and acquaintances, using a database. The most rarely used recruitment methods are radio and television job advertisements and self-seeking candidates through media advertisements. And also recently, the search for employees on the Internet has become widespread.

The personnel selection methods used by Ukrainian enterprises differ depending on which “wave” it belongs to. If we are talking about old-style enterprises - the majority (but not all!) Of state-owned enterprises, part of "nominal" joint-stock companies, then mostly standard options are used for personnel selection. The greatest importance is given to formal confirmation of the qualifications and work experience of candidates, which companies draw from work books, diplomas and certificates of education, analysis of autobiographies.

Most companies use different types of interviews for selection. That's all, this is where the imagination of this group of companies ends and such a valuable factor of production as a labor resource very often turns out to be not at all of the level that the management would like. Another thing is that companies are of the “next” generation. When self-selecting personnel, private companies use not only standard methods, but also try to implement innovative ideas: computer testing with an assessment of the results by a professional psychologist, the candidate solving real practical problems in the field of his future work, assessing the creative or creative component of the candidate using non-standard tasks (for example , a task is given for a limited period of time - usually 10 minutes - to come up with the maximum number of options for using any object: a brick, an empty bottle), an assessment of the candidate's ability to study, an assessment of the ability to work in a team, behavior in extreme situations, etc.

Open recruiting is one of the latest HR policy tools for companies. A unique recruiting technique using video interviews and business games is mainly used by recruitment agencies to organize the fastest and most complete search for the requested candidate.

What is the essence of this personnel technology and its fundamental differences from traditional approaches to personnel selection?

Unlike most standard methods of recruiting firms, open recruiting does not offer the client a specific person or several persons, but gives the opportunity to see all potential applicants for a given position (usually their number is from 50 to 250 people).

And the head of the company chooses specific candidates. This is a very important point, since the main principle of this technique is the maximum use of the potential, experience, and intuition of the manager while creating the most convenient and comfortable conditions for the selection of personnel. Only the manager himself and his closest assistant HR managers really know what kind of person they need, and can see “their own” person among the many applicants. Usually, when formulating tasks for intermediaries, the whole complex of requirements fits into 3 words: communicative, proactive, responsible. However, even the presence of these qualities in a candidate does not guarantee that this is exactly the person the company needs. You can describe and praise the applicant as you like (this is what recruiting firms do, since their main goal is to sell a person), but in order to make the right choice, it is better, as they say, to see once than hear 100 times. However, organizing personal meetings of the company's top executive with candidates is not the best way out. Firstly, personal conversations with even a small number of candidates (50-60) can take up to two weeks of continuous meetings to the detriment of the main job. Secondly, it is practically impossible to keep such a volume of information in memory without distortion. Thirdly, fatigue will come at the top twenty, and the leader, for the sake of solving other pressing issues, can choose practically the first available candidate. And when using the open recruiting methodology, the procedure for meeting 100-150 candidates will take the manager 1-1.5 hours.

How can you see and evaluate such a number of people during this time? The manager watches video materials - short interviews with applicants (2-3 minutes). They are conducted by a specialist psychologist. It is easier for a potential candidate to "open up" with his help, rather than face to face with the head of the company. And the consultant presenting the video materials simultaneously comments on the test results and personal data of the candidates. At this first stage, pre-selection takes place. As a rule, no more than 30% of the participants in the competition pass to the second stage. When choosing, the manager relies primarily on personal experience and intuition. Those who do not correspond to the spirit and style of the organization and will certainly not fit into the team are eliminated on the 1st round. Therefore, those candidates who, for whatever reason, did not like him, who, in his opinion, do not correspond to the spirit and style of the organization and will certainly not fit into the team, are eliminated in the first round.

A big plus of this way of getting to know candidates is that watching videos takes place in a relaxed atmosphere, where the manager does not have to strain, acting in an unusual role for him as an interviewer; the video base allows him to look very carefully and compare his future employees. Naturally, video interviews allow only an approximate, preliminary selection.

The second stage of the competition is business games, which are also filmed with a video camera. In the course of a business game (usually it lasts 30-45 minutes), the participants reveal themselves from both the human and the business side; clearly visible their communicative potential, ways to achieve goals, style in decision-making, behavior in conflict situations and much more.

The business game is played by a psychologist. He gives the contestants various tasks. For example, everyone should make a list of 5 qualities that are necessary for a representative of a given profession. Then, in the course of a heated discussion, the participants develop such a list of qualities with which everyone would agree, on its basis, everyone conducts a self-presentation - with examples from life he proves that he has these qualities or another task: it is necessary to choose a director from those present and, conversely, present yourself in the place of the head of the company and choose a subordinate.

All this is recorded and then analyzed. If many would choose one person as their director, it means that he has a well-developed leadership principle. And if many have chosen the same person as subordinates, this means that he can act in both roles and be flexible enough to show himself in different situations. There are various professional assignments. For example, job seekers for the now most popular and popular specialty - a sales manager - must conduct a product presentation. The most interesting thing is that the participants themselves act as experts during the business games: they evaluate each other. The results of this sociometry are taken into account when analyzing video material, because only a professional can truly evaluate a professional. But the last word rests, of course, with the leader, because he is the main expert here. Discussion of the results of this stage is the most crucial moment for psychologists and clients, because it is followed by a personal meeting of the selected applicants with the employer - an interview and the final decision on hiring.

This is the end of the two stages of the competitive selection, and where does it all begin, how do the contestants get to the videotape?

A firm that turns to an open recruiting agency declares: it needs such and such personnel (for example, a secretary-assistant or a sales manager) and puts forward formal requirements: higher education, work experience, knowledge of PC, knowledge of a foreign language, etc. ... Then the agency composes and develops an advertising campaign. Moreover, the agency in most cases knows exactly which ads, in which newspapers, need to be printed in order to get the largest possible coverage of the potential labor market.

Thanks to the agency's wide network of dispatchers, the highest possible throughput is achieved. For example, if a group of 100-150 people gets on the first round, then there are 2-3 times more calls. Just for the breadth of coverage, not all formal signs are indicated in the ads, so the dispatcher is pre-screened by formal signs.

Thus, within two weeks, a group is formed that provides 60-80% of the potential market for this vacancy with the given wage conditions. And then from this sample (its volume is determined by the customer), while watching video interviews and business games, the manager selects the specialists he needs from among the best applicants for this vacancy. The entire recruiting process takes about 3-4 weeks. But the results exceed all customer expectations. The main advantage of this technique is that it allows the head of the company, as soon as possible, personally, bypassing the subjective selection of intermediaries, to consider almost all potential candidates for the vacant position.

The open recruiting method is about 7 years old. It is actively used in Ukraine. Such well-known companies as KrymGazprom, Oschadny Bank, Aleksstroy, PE Decatek, ZAO \ Svetotekhnika, Kyivstar, ASVISP, Ukrtelecom, Welltex-Ukraine and others have already realized All the advantages of this kind of personnel selection and, in agreement with recruiting agencies, predominantly use this particular technique.

Today, there is no one optimal recruitment method, so the organization must own the entire set of techniques for attracting candidates and use them depending on the specific task. Most experts agree that in order to successfully organize the search for candidates, two basic rules should be followed:

always search for candidates within the organization;

use at least two methods of attracting candidates from outside.

Due to the fact that an interview today is almost the main method of selection, enterprise managers, personnel managers, line managers need to improve their skills in its application, fill the interview technology with specific content, depending on the profession or job level, work out the rules for describing the results interviews and presentation of conclusions.

The modern method of personnel selection is the method of open recruiting, which allows you to quickly and very efficiently select those candidates who are really worthy of work in the company in terms of their personal qualities and professional training.

1.3 Socio-psychological methods of management

Socio-psychological methods are ways of implementing managerial influences on personnel, based on the use of the laws of sociology and psychology. The objects of influence of these methods are groups of people and individuals. In terms of the scale and methods of influence, these methods can be divided into two main groups: sociological methods, which are aimed at groups of people and their interactions in the production process (the outer world of a person); psychological methods that directly affect the personality of a particular person (the inner world of a person).

Sociological methods of management.

Sociological methods play an important role in personnel management, they allow you to establish the purpose and place of employees in the team, identify leaders and provide their support, link people's motivation with the final results of production, ensure effective communication and resolution of conflicts in the team. Elements regulated by sociological methods include:

Social planning ensures the setting of social goals and criteria, the development of social standards (living standards, wages, housing requirements, working conditions, etc.) and targets, and the achievement of final social results.

Sociological research methods constitute a scientific toolkit for work with personnel, they provide the necessary data for the selection, assessment, placement and training of personnel and allow making informed personnel decisions (questioning, interviewing, observation, interview).

Personal qualities characterize the external image of the employee, which is rather stable in the team and is an integral part of the sociology of personality. Personal qualities can be divided into business (organizational), which are necessary to perform specific functions and tasks, and moral (moral), reflecting the manifestation of a person's personal morality.

Morality is a special form of social consciousness that regulates the actions and behavior of a person in society with the help of moral norms.

Partnership is an important component of any social group and consists in establishing various forms of relationships, on the basis of which communication between people is organized. In partnership, people act as equal members in the relationship with each other. There are such forms of partnership: business, friendship, hobbies (hobbies), family - between relatives. When business relationships at work are maintained in the form of friendly partnership and common hobbies, this always contributes to the creation of a good psychological climate in the team.

Competition is a specific form of social relations and is characterized by people's desire for success, superiority, achievement and self-affirmation. The results of the competition are new discoveries, inventions, works of art, records in sports, achievements in production.

Communication is a specific form of human interaction based on a continuous exchange of information. Interpersonal communication occurs between different people in the forms of a manager - a subordinate - an employee - a friend and other more complex forms of communication between several people. Management communication includes three main stages: issuing administrative information, receiving feedback, issuing evaluative information.

Negotiation is a specific form of human communication, when two or more parties with different goals and objectives try to reconcile different interests based on a well-thought-out conversation (dialogue) scheme and, as a rule, avoid direct conflict.

Conflict is a form of collision of the opposing sides, which has its own plot, composition, energy, which, in the course of the action, are transformed into a climax and denouement and end with a positive or negative solution to the problem. Distinguish between interpersonal conflicts, personal conflict between the external environment and internal morality, conflicts over the distribution of roles at work, business conflicts due to the collision of interests of various departments, family conflicts on various issues, etc.

Psychological management methods

Psychological methods play a very important role in working with personnel, since they are aimed at a specific personality of a worker or employee and, as a rule, are strictly personalized and individual. Their main feature is an appeal to the inner world of a person, his personality, intellect, feelings, images and behavior in order to direct the inner potential of a person to solve specific problems of the enterprise. Elements controlled by psychological methods include:

Psychological planning is a new direction in work with personnel to form an effective psychological state of the enterprise team. It proceeds from the necessity of the concept of the all-round development of the human personality, the elimination of negative tendencies of degradation of the backward part of the work collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, planning methods for the psychological climate and achieving final results.

Personality types characterize the internal potential of a person and his general orientation towards performing certain types of work and areas of activity. There are several approaches to typing a person's personality: 16-factor personality characteristics by Cattell quality.

Intellectual abilities characterize the possibilities of understanding, thinking, consciousness of a person and are important for vocational guidance, assessing people, planning a career and organizing the movement up the career ladder. The main attention should be paid to the level of intelligence of the employee, which has three grades (high, medium, low). The ability to think reasonably is an essential requirement for management personnel and professionals. The level of consciousness determines the compliance of the employee with the moral code of the enterprise. Logic abilities are indispensable in engineering and scientific activities. Intellectual abilities are identified using psychological methods. Human memory is an important component of intellectual ability. There are significant differences in the amount of long-term memory and working memory of different people.

Methods of psychological influence are among the most important elements of psychological methods of management. They concentrate all the necessary and legal methods of influencing people for coordination in the process of joint labor activity. The methods of psychological influence include suggestion, persuasion, imitation, involvement, coercion, motivation, condemnation, demand, prohibition, placebo, censure, command, deceived expectation, "explosion", the Socratic method, hint, compliment, praise, request, advice. Let's consider them in more detail.

Suggestion is a psychological purposeful impact on the personality of a subordinate on the part of the leader with the help of his appeal to group expectations and motives of motivation to work. Suggestion can cause a person, sometimes against his will and consciousness, a certain state of feelings and lead to a person performing a certain act. An extremely negative form of suggestion is the zombification of a person, when a person is instilled with strictly defined forms of behavior that go beyond the limits of moral norms.

The conviction is based on a reasoned and logical influence on the human psyche to achieve the goals set, remove psychological barriers, and eliminate conflicts in the team.

Imitation is a way of influencing an individual employee or a social group through a personal example of a leader or an innovator in production, whose behavior patterns are an example for others.

Involvement is a psychological technique with the help of which employees become accomplices in the labor or social process, for example, the election of a leader, the adoption of agreed decisions, competition in the team, etc.

Motivation is a positive form of moral influence on a person, when the positive qualities of the employee, his qualifications and experience, confidence in the successful performance of the assigned work are emphasized, which allows to increase the moral significance of the employee at the enterprise.

Coercion is an extreme form of moral influence, when other methods of influencing a person have not yielded results and the employee is forced, perhaps even against his will and desire, to do a certain job. It is advisable to use coercion only in extraordinary (force majeure) circumstances, when inaction can lead to victims, damage, loss of property, people, accidents.

Condemnation is a method of psychological influence on a person who allows large deviations from moral norms in the team or the results of work and the quality of whose work is extremely unsatisfactory. Such a technique cannot be used to influence people with a weak psyche, and is practically useless for influencing the backward part of the team.

The request has the force of an order. In this regard, it can be effective only if the leader has great power or enjoys unquestionable authority. In other cases, this technique may be useless or even harmful.

Prohibition presupposes an inhibitory effect on the individual. To it we include the prohibition of impulsive actions of an unstable nature, which, in essence, is a variant of suggestion, as well as the prohibition of unlawful behavior. This method is on the verge of two main methods of influence - coercion and persuasion.

Placebos have long been used in medicine as a method of suggestion. In the workplace, a placebo is an example of the behavior of an authority figure, when workers are easily shown any actions, overcoming pain, excessive fatigue, fear of heights, etc. Seeing this, workers can just as easily repeat the actions shown without experiencing unpleasant sensations. If observers notice that the demonstration is carried out through force, then there will be no effect. In general, the placebo effect lasts only until the first failure, until workers realize that the ritual actions they have performed so scrupulously have no real basis.

Censure has persuasive power only when the interlocutor identifies himself with the leader: "he is one of us." In other cases, censure is perceived as mentoring that can be heard but not followed. Due to the fact that a person is quite actively defending his "I", he often considers this technique as an attempt on his independence.

Command is used when fast and accurate execution is required without any critical reactions. When executing commands, they do not reason. In life, there are prohibitive and incentive varieties of commands. The first: "Stop!", "Stop being nervous!", "Shut up!" etc. - are aimed at the immediate inhibition of unwanted acts of behavior. They are presented in a firm calm voice or a voice with an emotionally colored tinge. Second: "Go!", "Bring!", "Do it!" etc. - are aimed at the inclusion of behavioral mechanisms of people.

Deceived expectation is effective in a tense expectation situation. The preceding events should form a strictly directed train of thought in the interlocutor. If suddenly the inconsistency of this orientation is revealed, then the interlocutor is at a loss and without objection perceives the idea proposed to him. This state of affairs is typical for many situations in life.

"Explosion" is a technique known as instant personality restructuring under the influence of strong emotional experiences. The use of an "explosion" requires the creation of a special environment in which feelings would arise that can amaze a person with their unexpectedness and uniqueness. In such a situation, a person's nervous processes fail. An unexpected stimulus causes him severe stress. This leads to a radical change in views on things, events, individuals and even the world as a whole.

Socrates' method is based on the desire to protect the interlocutor from the fact that he said "no". As soon as the interlocutor says "no", it is very difficult to turn him in the opposite direction. The method is named after the ancient Greek philosopher Socrates, who often used it, trying to conduct a conversation so that it would be easier for the interlocutor to say "yes". Hint is a method of indirect persuasion through jokes, irony and analogy. In a sense, advice can be a form of hint. The essence of the hint is that it appeals not to consciousness, not to logical reasoning, but to emotions. Since the hint is fraught with the potential for offending the person of the interlocutor, it is best to use it in a situation of a specific mood.

Compliment is often confused with flattery. If you say to a person: "How well you speak!", Then it will flatter him. Flattery is not pleasant to everyone, although often people do not dismiss it. A compliment does not offend anyone, it elevates everyone.

Praise is a positive psychological method of influencing a person and has a stronger effect than condemnation. Sometimes it is enough to tell a young employee: "Today you are doing much better and if you improve the quality a little more, you will achieve excellent results." However, such praise to an experienced worker can be perceived as an insult, and it is better to celebrate his successes in a solemn atmosphere in front of the entire team.

A request is a very common form of communication between colleagues, young and experienced workers and is less commonly used in the relationship between a manager and subordinates. The person asking for advice, help, instructions to another employee, when he doubts the forms and methods of doing the work or is unable to do it on his own. The manager's request is an effective method of leadership, since perceived by a subordinate as a benevolent order and demonstrates respect for his personality.

Advice is a psychological method based on a combination of request and persuasion, often used in relationships with colleagues, mentors of young workers and experienced leaders. You can say: "I advise you to replace the instrument." However, in operational work that requires quick decisions, the use of advice and requests by the manager should be minimized and excluded in cases where the worker allows marriage and disruption of tasks.

Behavior is a set of interrelated reactions carried out by a person to adapt to the external environment. Human behavior can be represented in the form of Brownian movement within a fairly wide field formed by moral norms adopted in the social group to which the person belongs.

So, socio-psychological methods are the most subtle tool for influencing social groups of people and a person's personality. The art of managing people lies in the dosed and differentiated application of certain techniques from the above.

The instability of the economic condition of the enterprise, financial difficulties, untimely payment of wages, long downtime, of course, do not contribute to maintaining a good socio-psychological climate, because the head is forced to devote much more time not to human communication and personnel management functions, but directly to production, marketing, finance, i.e. other functions.

An example of socio-psychological management methods is the satisfaction and stimulation of personnel. To keep good workers, you need to make sure they are happy and content, and try to incentivize them to do their jobs better, which in turn will benefit the company.

1.4 Creation of an optimal socio-psychological climate

The formation of a favorable socio-psychological climate of the labor collective is one of the most important conditions for the struggle for the growth of labor productivity and the quality of products. At the same time, the socio-psychological climate is an indicator of the level of social development of the team and its psychological reserves, capable of more complete realization. And this, in turn, is associated with the prospect of an increase in social factors in the structure of production, with the improvement of both organization and working conditions.

The significance of the socio-psychological climate is also determined by the fact that it is able to act as a factor in the effectiveness of certain social phenomena and processes, to serve as an indicator of both their state and their changes under the influence of social and scientific and technological progress. The socio-psychological climate also acts as a multifunctional indicator of the level of a person's psychological involvement in activities, measures of the psychological effectiveness of this activity, the level of the mental potential of the individual and the team, the scale and depth of the barriers that lie in the way of implementing the psychological reserves of the team. The effectiveness of joint activities largely depends on the optimal implementation of personal and group capabilities. A favorable atmosphere in a group not only has a productive effect on its results, but also rebuilds a person, forms his new opportunities and manifests potential ones.

The concept of "socio-psychological climate" is used for the integral characteristics of labor collectives. There are several dozen definitions of the socio-psychological climate and various research approaches.

The psychological dictionary gives the following definition of the socio-psychological climate. Socio-psychological climate - the qualitative side of interpersonal relations, manifested in the form of a set of psychological conditions that promote or hinder productive joint activities and the all-round development of the individual in the group.

The most important signs of a favorable socio-psychological climate:

trust and high exactingness of group members to each other;

friendly and business-like criticism;

free expression of one's own opinion when discussing issues concerning the entire team;

lack of pressure from managers on subordinates and recognition of their right to make decisions that are significant for the group;

sufficient awareness of the team members about its tasks and the state of affairs during their implementation;

satisfaction with belonging to a team;

a high degree of emotional involvement and mutual assistance in situations that cause a state of frustration for one of the team members;

taking responsibility for the state of affairs in the group by each of its members.

It has been established that there is a positive relationship between the state of the socio-psychological climate of a developed team and the effectiveness of joint activities of its members.

In the most general way, the socio-psychological climate of a team can be defined as a psychological state that in an integrated way reflects the characteristics of its life. This state includes cognitive and emotional components and is characterized by varying degrees of awareness. B.D. Parygin described it as "the prevailing and relatively stable mental attitude of the collective, which finds diverse forms of manifestation in all its life." ...

M.N. Nicholas believe that the socio-psychological climate manifests itself in those relationships that are established on the basis of objective and subjective relationships between team members, formal and informal groups, with personal contacts between people.

) general emotional-dynamic, emotional-psychological mood;

) the mood of the group, determined by the interpersonal relationships of people living, working or studying together;

) the atmosphere that develops between employees who are in direct contact with each other;

) the socio-psychological situation in the team, considered from the point of view of the psychological compatibility of individuals as part of a small work collective;

) the state of the team, including the emotional, cognitive, effective components of interpersonal relationships;

) reflection of a complex of phenomena associated with the interaction of people, working conditions, methods of stimulating it, relationships between people in the labor process;

) the attitude of team members to work in general, to the work performed, the living conditions of the team, the values ​​of various social communities, the group atmosphere, the general style and tone of group interactions, social values;

) the moral and political unity of the team members, their cohesion, relationships, common opinions, moods, traditions and more.

The most important problem in the study of the socio-psychological climate is to identify the factors that shape it. The most important factors that determine the level of the psychological climate of the production team are the personality of the leader and the system of selection and placement of administrative personnel. He is also influenced by the personal qualities of the leader, the style and methods of leadership, the authority of the leader, as well as the individual characteristics of the team members.

On the state of the socio-psychological climate affect:

type of organization, i.e. whether it is a government or commercial entity; a closed or open institution; educational, scientific or production team;

lifestyle (rural, urban), quality of life of members of the organization;

social conditions (socio-political, socio-economic, socio-cultural) and environmental.

The system of group relations is formed under the influence of objective and subjective factors of micro- and macroenvironments, which constitute the general production environment in which the collective functions.

The impact from the microenvironment of the enterprise as a "field" of the direct functioning of the team: the object-material sphere of its activity, that is, the whole complex of technical, technological, sanitary-hygienic and organizational elements that are included in the concept of "production (work) situation".

Another group of microenvironment factors is made up of influences, which are group phenomena and processes taking place in a team. They are sometimes called socio-psychological. They include the nature of the formal organizational ties between team members, as enshrined in the formal structure of the unit. Possible differences between the types of such a structure can be shown on the basis of the following "models of collaborative activity":

1. Joint-individual activity: each member of the team does his part of the common task independently of the others.

2. Joint-sequential activity: the common task is performed sequentially by each member of the team (conveyor production).

3. Jointly interacting activities: the task is carried out with the direct and simultaneous interaction of each member of the team with all its other members.

Experimental studies show a direct relationship between these models and the level of development of the group as a collective.

Along with the system of official interaction, the social and psychological climate of the primary production collective is greatly influenced by its unofficial organizational structure. The higher the degree of unity of the formal and informal structures of the team, the more positive the impacts that shape the climate of the team.

The nature of the leadership also affects the socio-psychological climate of the team.

The individual psychological characteristics of the team members and their combination constitute the next factor in the social and psychological climate of the team. Through the prism of these personal characteristics of a person, all influences, both industrial and non-productive, are refracted. A person's attitudes to these influences, expressed in his personal opinions and moods, in behavior, represent an individual "contribution" to the formation of the socio-psychological climate collective. To form this or that The socio-psychological climate of the collective is important not only and not so much the psychological characteristics of its members, as the effect of their combination. The level of psychological compatibility of team members is a factor that largely determines its climate.

Sustainable interactions between two or more team members lead to the formation of informal groups. Their activities can both contribute to and hinder the achievement of the official goals of the team. It depends on group attitudes, values ​​and norms.

Among the prerequisites that facilitate informal contacts, it should be noted:

1. The territorial position of the team members - territorial division leads to the creation of closer informal relations in the emerging subgroups, and at the same time to their higher productivity, lower staff turnover in comparison with larger units.

2. The composition of the workforce - a high degree of homogeneity in gender, age, educational level, skill level and the presence on this basis of a community of interests, value orientations - an important condition for the cohesion of groups. In heterogeneous groups, there is a tendency to break up into several informal groups that are more homogeneous in composition.

Talking about the important formative influence of informal contacts on the socio-psychological climate collective, it is necessary to take into account both the number of these contacts and their distribution. The dependence of the social and psychological climate of the primary team on the factors of the microenvironment is always determined by the macroenvironment.

The indicators of the socio-psychological climate of the collective are not only various phenomena of the psychology of the labor collective, but also the objective results of its life. First of all, it is necessary to take into account the productivity of the work of the team, as well as indirect indicators of its figures that characterize its climate: data on staff turnover, the state of labor discipline, conflicts. Through a questionnaire and interviews, one can obtain data on the mental states and properties of the studied groups.

A few words about managing the socio-psychological climate. It includes the implementation of the following activities:

managing the process of forming meaningful psychological components of the climate (norms, expectations, values, attitudes, traditions, group opinion and mood);

optimal selection, placement, training and periodic certification of management personnel;

recruiting primary teams, taking into account the factor of psychological compatibility;

prevention and resolution of interpersonal conflicts.

One of the most accurate indicators of the socio-psychological climate is the preferential mood of its members. The prevailing mood in the team largely determines the socio-psychological climate, and vice versa, the prevailing socio-psychological climate is manifested in the corresponding mood of its members. Accordingly, knowing the nature of mood as a special psychological state, one can get the opportunity to find real ways of forming a cheerful, cheerful, optimistic mood in a group and forming a favorable socio-psychological climate in it, and, consequently, the possibility of forming the most adequate public opinion in an organization.

The study of the socio-psychological climate is a complex process. This is due to the fact that the climate manifests itself integrally, as a general - positive or negative - moral and psychological background of intracollective relations. It is a complex balance of many components, very important, very specific to each organization, but difficult to capture by conventional research techniques. These studies are based on the measurement of specific types and types of relationships, which is carried out on the basis of all methods used in psychology: observation, experiment, polling, etc.

After studying the theory, you can draw some conclusions:

Personnel management is a functional area of ​​activity, the task of which is to provide the enterprise at the right time with personnel in the required quantity and the required quality, their correct placement and stimulation. The goal of personnel management is to form workable teams in which employees act in accordance with their own interests and for the benefit of the organization as a whole.

When recruiting personnel in modern conditions, it is necessary to take into account the personal psychological characteristics of candidates in order to improve the efficiency of the company by strengthening its cohesion and building a team. A number of companies are already hiring professional psychologists for this, who are entrusted with testing personnel.

The personnel management system should take into account more fully the psychological characteristics and characteristics of employees in order to improve the socio-psychological interaction of personnel in economic activity. Socio-psychological interaction of employees of the enterprise with each other and with their employers is a reliable basis for the effective existence of the entire system of personnel and production management.

Today, there is no one optimal recruitment method, so the organization must own the entire set of techniques for attracting candidates and use them depending on the specific task. The modern method of personnel selection is the method of open recruiting, which allows you to quickly and very efficiently select those candidates who are really worthy of work in the company in terms of their personal qualities and professional training.

2. ANALYSIS OF PRODUCTION ACTIVITY OF SIMSITITRANS LLC

2.1 General characteristics and organizational structure of management of the enterprise LLC "SimCityTrans"

The object of the study of this course work is the enterprise LLC "SimCityTrans", which is located at the address: st. Mamedi Emir Useina, 14 Simferopol, Autonomous Republic of Crimea, Ukraine.

The company "SimCityTrans" LLC was founded in 2002. It was then that SimCityTrans, together with the city municipality, restored the bus route network in Simferopol, which was practically lost in the 90s.

Today SimCityTrans is successfully operating in three key areas: urban transportation in Simferopol and Sevastopol (branch), intercity transportation in Crimea and interregional transportation in Ukraine, as well as ordering buses (transfers and excursions). In the future, the company plans to carry out international transportation as well.

In its activities, the company is focused primarily on improving the quality of passenger service, which is provided by new comfortable vehicles. Every year the park is replenished with new buses of the MITSUBISHI and IVECO brands. As a result, the fleet of modern buses by 2009 amounted to more than 180 units.

Municipal Unitary Enterprise "Passenger Transport Company LLC" SimCityTrans "of the city of Simferopol, hereinafter referred to as the" Enterprise ",

The total number of employees at the enterprise is more than 450 people, including 360 drivers, 55 employees of technical personnel and 35 employees of engineering and technical personnel. All employees are socially protected. Thanks to continuous professional development, the establishment of clear corporate standards, the creation of comfortable working conditions and social obligations, the company managed to educate a team of specialists that allows it to work at a high professional level in the field of passenger transportation.

The work of the SimCityTrans enterprise is based on four basic principles: “Safety”, “Service and comfort”, “Social responsibility”, “Development of infrastructure and implementation of innovations”.

The enterprise "SimCityTrans" actively directs investment funds not only for the purchase of new passenger vehicles, but also for the development of infrastructural support for the implementation of passenger transportation. The result was the receipt in 2006 (confirmed in 2008) of the Certificate of Conformity of Services issued by the State Committee of Ukraine for Technical Regulation and Consumer Policy by the State Certification System UkrSEPRO. In accordance with it, the enterprise has a production and technical base for the implementation of services related to the operation, organization of passenger transportation; the entire technological process of control, production, maintenance and repair of vehicles, carried out by highly qualified specialists, is provided. This ensures the stability of passenger traffic and a high level of their safety.

It should be noted that the activities of "SimCityTrans" are mainly aimed at supporting socially unprotected segments of the population. The suitability of the bus for the transport of persons with special needs is confirmed by the following technical characteristics:

Low-floor;

Equipping with ramps;

Equipment for disabled people;

Equipped with a place for the installation of a wheelchair.

As well as providing free travel for 5 privileged categories of passengers (disabled war veterans, combatants, disabled general disease groups 1 and 2, visually impaired, participants in the liquidation of the Chernobyl accident of 1-A and 2-A categories), the company carries out, on a charitable basis, the delivery of schoolchildren from remote areas of Simferopol, to schools, transportation of employees of the city "Red Cross". In various forms, "SimCityTrans" provides sponsorship assistance to state and public organizations, participates in all events, including the improvement and cleaning of the city, organized by the city executive committee.

At the head of "SimCityTrans" is the General Director, who manages all production, financial and economic activities. At the enterprise there are deputies in charge of the organization of the movement, the material and technical supply of the enterprise and the everyday life of the workers, the development and improvement of production, the economy and the enterprise. Each deputy is directly subordinate to the corresponding departments, services, certain blocks are entrusted, etc. organizational structure of the enterprise.

The budgeting management is directly handled by the planning department, which in turn reports to the financial deputy general director.

From the day of its foundation, the SimCityTrans company has been working on the Crimean passenger transportation market .. Today the company and its branch in Sevastopol are actively developing, the bus fleet is expanding, new, most popular routes are being mastered. The implementation of development plans required the creation of a centrally controlled corporate information system, which includes modern servers and workstations.

The enterprise carries out its activities in order to solve the main tasks, on the basis of independently developed plans. Long-term and production annual plans are approved by the General Director in agreement with the Founder. The company carries out accounting of the results of its activities, maintains statistical reporting. The company behaves transparently as in relation to the state, transferring in full all tax deductions, which in 2008 amounted to 240 thousand gr. (for comparison, in 2007 the company transferred 210 thousand gr.), and in relation to its own employees who receive "white" wages. The average salary at the enterprise is 1600 gr., Which is received by over 450 employees of SimCityTrans.

2.2 Analysis of the financial and economic activities of the enterprise LLC "SimCityTrans"

The analysis of the main indicators of the financial and economic activities of "SimCityTrans" is shown in Table 2.1.

Table 2.1 shows that even with an increase in sales proceeds in 2008 in comparison with 2007 by 30 thousand gr. , as well as with an increase in cost by 127 thousand gr., the volume of loss from sales increases by 47 thousand gr. or at. In 2009, sales revenue increased by 95 thousand gr. In comparison with 2008. This situation is due to the fact that the sales proceeds cover the costs of the sales. Also from table 2.1 it can be seen that in 2008, with a decrease in relation to 2007, other income by 18 thousand gr. and a decrease in other expenses by 8 thousand gr., the net loss increases by 22 thousand gr. In 2009, with an increase in relation to 2008 in other expenses by 64 thousand gr. and other income by 78 thousand gr., the net loss grows by 33 thousand gr.

Table 2.1

Main indicators of financial and economic activity LLC "SimCityTrans" for 2007-2009

Pokazatel200720082009Absolyutnye deviation + - Vyruchka21024026530Sebestoimost main production, thousand gr.715842973127Srednyaya salary of 1 employee, thousand employees gr.6370707Chislennost predpriyatiya40042045050Rukovoditeli6671Voditeli28032036080Rabotniki technical otdela5055555Rabotniki ITR3540455Rentabelnost% 33,2033,1861,3428,16Likvidnost% 1,221,612,541,23Fond wage grn.62000070000072000010000Prochie income.. , thousand UAH 36034838478 Other expenses, thousand UAH 222221331664 Current income tax, thousand UAH 24428429044 Net profit, thousand UAH 38639042672

Also, based on table 2.1, it is clear that the total number of enterprises in 2008 in relation to 2007 increases by 25 people, due to an increase in the number of drivers by 30 people, which led to an increase in the average monthly salary by 1000 UAH or by, and, accordingly, an increase in the payroll by 10,000 thousand. hrn. The total headcount of the enterprise in 2009 compared to 2008 is reduced by 450 people, due to the recruitment of workers by 35 people, which led to an increase in the average monthly wage by 800, and, accordingly, an increase in the wage fund by 180 thousand hryvnyas.

All this suggests that the company has a stable financial condition, since with an increase in prime cost, the proceeds from sales cover the costs associated with production.

When building a budgeting system, the budget of income and expenses is used as the main budget of the organization. It summarizes functional budget information. This budget serves to ensure a balance between current costs and current receipts, initial costs and external sources of funds, as well as other investments and other sources of funds.

When building a budget for income and expenses, the rules for budgeting income and expenses are used. The regulation of budgeting of income and expenses determines how the financial result will be planned, taken into account, and analyzed. The income budget of SimCityTrans LLC is shown in Table 2.2.

Based on the data in Table 2.2, we can conclude that the growth of the income budget of LLC "SimCityTrans" in 2008 by 283 thousand UAH. or by 8.5% compared to 2007, led to an increase in 2008 compared to 2007 in revenues from services by UAH 44.4 thousand or 5.3%, an increase in bus transportation services by 79.5 thousand UAH or by 2.2%, an increase in financing by UAH 110 thousand or by 8.6%. To the growth of the income budget of SimCityTrans LLC in 2009 by UAH 187.9 thousand. or by 5.2% compared to 2008, led to an increase in 2009 compared to 2008 income from transportation services by 60.4 thousand UAH. or by 7%, an increase in bus transportation services by UAH 50.8 thousand. or by 13.4%, an increase in financing by 58.5 thousand UAH. or 4.2%.

One of the most important criteria for the financial position of an enterprise is the assessment of its solvency, by which it is customary to understand the ability of an enterprise to pay off its external obligations.

Consider the indicators shown in table 2.2, characterizing the financial condition of the enterprise, such as indicators of solvency and liquidity, financial stability, business activity.

Table 2.2

Indicators for assessing solvency and liquidity

Indicator Calculation of the indicator 2007 2008 2009 Current liquidity ratio Working capital / Short-term liabilities 1,221,612,54 Intermediate liquidity ratio (Accounts receivable + Cash) / Short-term liabilities 0.50,711.06 Absolute liquidity ratio Cash / Short-term capital,260.45 Assets - Current liabilities 130 476 878 Cash to Net Working Capital Ratio Cash / Net Working Capital 0.850,430.29 Inventory to Net Working Capital Ratio Inventories / Net Working Capital 3.191,480.96 Inventory to Current Debt Ratio Inventories / Short-term payables4,732,313

It is considered that the financial position of an enterprise is stable if the absolute liquidity ratio is greater than 2. This ratio shows that the company cannot immediately pay off current debts, this value is below the standard. During the analyzed period, the ratio has decreased. To assess solvency and financial stability, the relationship between current assets and current liabilities is calculated, and their difference is also determined, which is the net working capital of the enterprise.

The intensity of the use of the resources of the enterprise, the ability to receive income and profit are judged by the indicators of profitability. These indicators reflect both the financial position of the enterprise and the efficiency of management of economic activities, available assets and capital invested by the owners shown in Table 2.3. Depending on what the selected profit indicator is compared with, several groups of profitability coefficients are distinguished.

Table 2.3

Profitability indicators

Indicators rev. 2007 2009 Deviation Absolute, +, - Growth rate,% Sales volume Thousand UAH 819907 + 7710.7 Cost of sales Thousand UAH 695713 + 17212.4 Net profit Thousand UAH 3048954604 + 2411519.09 Average annual cost of fixed assets Thous UAH 918890 -8696.8 Average annual cost of working capital thousand UAH 180183 + 314.6 Return on equity% 33.1861.34 + 28.1614.87 Return on sales% 3.726.02 + 2.311.83 Return on cost% 4.387.66 + 3.2814.89

Analysis of the profitability of the enterprise allows you to determine the effectiveness of investment in the enterprise and the rationality of their use.

The analysis of the profitability of the enterprise is carried out by calculating the following indicators: the return on assets ratio, the return on equity ratio, the profitability ratio and the product profitability ratio. Based on the results of calculating these coefficients, we will draw up a graph.

2.3 Analysis of the personnel of the company LLC "SimCityTrans"

In the course work, the company is considered LLC "SimCityTrans", therefore, for the analysis of personnel, one of the production facilities of the enterprise was taken. Mechanical assembly production is one of the largest and most significant industries, where you need special precision and attentiveness of the staff. Mechanical assembly production is a very wide-ranging production, where work starts from the shop for heat treatment of material and ends with the shop for setting up and repairing equipment. In the course work, for example and analysis, one of the brigades of the heat treatment department of the material of the mechanical assembly production was taken.

The team of the brigade of male workers. The number of the brigade together with the foreman is 55 workers. Information about these workers was collected, such as: age, work experience, education level, employee rank.

Analyzing the data of the provided information about these workers, it can be seen that the team under study employs quite educated people who graduated from higher and secondary specialized educational institutions. Basically, this is a young team, whose age ranges from 21 to 48 years, but the majority are young people. This suggests that the team is still at the stage of development, dynamics. The employees have a desire to develop and improve the accumulated knowledge, fresh and new ideas about improving the organization of work and work, there are no stagnant principles, moreover, the young team contains high efficiency and energy.

The category of workers is quite high, the average category in the brigade is 4. People working in the brigade are competent enough in their field, but for them this is not the limit, further improvement of their abilities is possible.

Work experience at the enterprise is not long, mainly, apart from two employees, it ranges from 1 to 3 years. This suggests that people have just started their labor activity, there is a high probability that many will quit or move if there is no motivation and incentives for their work.

The age of the team leader (foreman) is 48 years. He has a higher technical education, work experience at the enterprise is approximately four years, in the field of heat treatment of material for about a year. The master is constantly undergoing refresher courses. During his career, he worked in many industries of the plant, which speaks of his competence in many areas.

In general, the team is male, but naturally there is a corporate culture of its own, various birthdays and holidays are celebrated.

Research of existing social and psychological methods of personnel management

SimCityTrans LLC has developed its own system of social and psychological methods. At the enterprise, in special manuals for managers, recommendations are prescribed for communication and impact on each employee, regardless of which psychological or social group he belongs to.

The socio-psychological stratum of the collective is a conditional group of people, which stands out on the basis of a commonality of some psychological qualities, moods, and established positions.

"Collectivists" - employees who gravitate towards collective action, always support public undertakings, and quickly become involved in the events held in the team.

"Claimists". These employees are predisposed, as a rule, to active participation in the general activities of the team, are independent and persistent in achieving goals, but they have heightened vanity, are touchy, and want to constantly be in the spotlight. If they are not understood and the appropriate approach to them is not found, then they become in a pose of disgruntled people, they begin to get carried away with criticism of the leadership, the team and specific events.

Before carrying out any general measures with "individualists" and "pretensions", it is necessary to carry out preliminary individual work; find out and take into account their opinion and measure of personal interest and show the importance of their role in the implementation of the event.

"Imitators". A characteristic feature of this category of workers is weak independence of thought. The main principle of their relationship with people is that there are fewer complications. They adapt to the conditions prevailing in the collective opinion. It is necessary to do so, these workers reason, as everyone else does.

The methods of working with these people are conducting individual conversations with them. We must be able to awaken in them a sense of their own dignity, to convince them of the need to actively show their individuality and participate in the life of the team.

"Passive". This category of people is characterized by a low level of volitional self-discipline. They often have good impulses, they want to be among the active members of the team, but the volitional mechanism does not work.

Methods of working with these people - the use of special measures of influence, consisting in the education of strong-willed composure, the ability to act purposefully:

-First, the selection, taking into account the interests and characteristics of the employee, the types of production tasks and assignments that require him to show independence, concentration, sequence of action;

-Secondly, to widely use the patronage of active, purposeful workers over "passive" ones.

"Isolated". This group includes, first of all, employees who, by their actions or statements, alienated the majority of the team members. These and other forms of manifestation of the employee's moral and psychological qualities can lead to his social isolation. They do not talk to him, they try not to be together, all relationships are only of an official nature. Sometimes in a similar situation there is an honest, direct, conscientious worker. The reason for this may be the situation that has developed in a particular team.

First of all, it is necessary to tune the team's asset to an attentive attitude towards such an employee, to try to convince him of the need for serious work on himself: to control his actions more strictly and compare them with the actions of other team members.

Young workers without parents or having lost one of them at an early age. This category of young workers differs from their peers by their uniqueness of character, inclinations, the level of development of abilities, controllability of emotions, and in some cases by their general attitude towards life, work, and people.

The leader is called upon to find the right approach to such workers, to show sensitivity and direct interest in their success in studies, sports, etc. Mentoring is an effective pedagogical method of working with such young workers.

Workers with some kind of physical disability. The presence of a physical handicap sometimes makes them strive to isolate themselves from everyone, and some tactlessness towards them on the part of certain people arouses an increased suspicion and distrust of people. As a rule, they are socially inactive.

The master needs to be especially attentive to this group of people (of course, we are not talking about emphasized, advertised attention).

In pedagogical terms, it is important to include these workers in the production team - they should not feel any curiosity about themselves. One of the conditions is a benevolent attitude of the team towards the applicant, assistance from the leader and public asset.

Workers from disadvantaged families. In dysfunctional families, quarrels occur, a nervous situation reigns. In such a mood, people come to production, and this cannot but affect their relationships with colleagues at work, with managers. Some employees do not know how to control their emotions or are "annoyed" when dealing with colleagues: they will be rude, will sharply answer.

We must try to influence the moral and psychological state of these people. In some cases, it is advisable for the foreman to pretend that he does not know anything about what is happening in the employee's family, in others - to call the employee for a confidential conversation, to help with advice.

The division of workers into socio-psychological strata is conditional. There are no boundaries between these groups. The socio-psychological layers of the team still do not provide a comprehensive disclosure of the moral and psychological qualities of people, but at the same time, using them, it is easier for the leader to navigate the forms and methods of work.

In order not to commit behavioral mistakes, the company also developed its own system of work with the team as a whole and with an individual employee. Individuals were divided into certain psychological types with a specific name, a brief description of each of them and recommendations for communicating with them. When communicating with employees, it is useful for a manager to know what psychological type of character the interlocutor belongs to. Assigning the interlocutor to a certain type allows you to choose the most appropriate tactics of communication with each of them and respond appropriately to his behavior in order to change the direction of the conversation in the right direction and achieve great results from it.

The main psychological characteristics of the interlocutors and methods of communication with them are given in Appendix 3.

2.4 The system of socio-psychological factors in the management of staff incentives

The social development of the team at SimCityTrans LLC is carried out by a specially created and effectively functioning social development association. The Association for Social Development is engaged in improving the standard of living of workers and their family members, creating a favorable psychological climate in the team, providing rest and treatment for workers, providing housing and communal services and other activities.

Social unification is designed carry out a variety of social programs to make employees and their families feel better. The social development programs include the following activities: provision of motor transport services, repair and construction services, provision of food and nutrition to the employees of the enterprise, preventive measures and treatment of employees of the enterprise, services in the field of housing and operational management, provision of funeral services, various events in the field of culture and sports.

Social events are financed from the social fund, which is formed from the company's profit in the amount of 40%.

If we talk about the treatment of employees of the enterprise, it is carried out through the social insurance fund, the enterprise receives preferential vouchers with one or three meals a day. In addition to improving the health of its employees, the company takes care of the nutrition of its employees. The canteen at the enterprise is working flawlessly. LLC "SimCityTrans" tries to provide financial assistance in a timely manner. All employees of the enterprise have the right to write an application for financial assistance. The company also provides vouchers to boarding houses, for treatment and rest.

To analyze the use of social and psychological methods, one of the teams of the enterprise for heat treatment of material of the mechanical assembly production of LLC SimCityTrans was taken. The workers of the brigade, as well as the foremen, were tested to determine the type of temperament and the degree of conflict (Appendices 1, 2).

According to the test results, it was revealed that one of the masters is the most conflicted person in the team, that is, picky, prone to criticism, capable of exacerbating the situation depending on the mood. In contrast to him, the other master turned out to be sociable, more loyal and able to withstand aggravations in the team.

In contrast to this, the majority of the workers, and this 50% turned out to be a completely conflict-free part of the team, one might even say passive, lack of initiative and not interested in anything.

By the type of temperament, one master is of the choleric type, and the other is of the phlegmatic type. Several workers turned out to be phlegmatic, and another worker was sanguine.

For successful personnel management, its distribution by psychological groups, predicting the behavior of each employee, it is necessary to know the employee as an individual and as part of the workforce. In order to determine the character of a person, the style of work, the attitude of a person to others, to identify characteristics and preferences, and then to form a competent attitude and influence on the employee, it is necessary to determine the type of his temperament. Appendix 1 presents a test to determine the type of person's temperament, after passing which you can fairly accurately represent a picture of a person with his characteristics.

A sanguine person is usually called a living, mobile person, striving for a frequent change of impressions, quickly responding to everything that happens around, relatively easily experiencing setbacks and troubles. A sanguine person is an ardent, very productive worker, but only when he is interested in business and is in a state of intense excitement.

A sanguine person can be reliable in any work, except automatic, monotonous and slow. He is more capable of lively, agile activities that require ingenuity, resourcefulness and activity. When the work is varied and satisfies his inclination to change impressions, the sanguine person is purposeful, persistently and patiently achieves the intended result. In all matters, he is moderately restrained and calm. However, he does not tolerate interference in work from someone else. In cases of such delays in work, he often gives up, shows indifference to the matter and even apathy.

A choleric person is a quick, impetuous person, capable of giving himself up to business with exceptional passion, but unbalanced, prone to violent emotional outbursts, sudden mood swings, and quickly exhausted.

Carried away by some business, the choleric wasteful expenditure of his strength and as a result is depleted more than he should.

The choleric person most successfully performs work with a pronounced cyclicality, where in some periods of the working cycle the maximum tension of forces is required, and then the activity is replaced by more calm work of a different nature until the next cycle. But he can, over time, adapt to a uniform rhythm of work, which he will master well, and will have constant success in it.

It should be borne in mind that choleric temperament more than others contributes to the emergence of tension when performing dangerous and responsible actions, in which certain inaccuracies are allowed.

Therefore, it is very important to encourage and strengthen the choleric's confidence in success. He has poor composure. In cases of failure, he can make rash decisions. The self-control of the choleric person can be facilitated by a calm but impressive remark by the leader about his intemperance, in no way degrading his dignity.

A phlegmatic person is slow, imperturbable, with stable aspirations and moods, a weak external expression of his inner psychological state. He is always outwardly calm and balanced in deeds and actions, persistent and stubborn in work and behavior. His slowness is compensated by increased business diligence.

The phlegmatic begins to work slowly, but prepares for it in detail, without missing anything from their field of attention. It takes a relatively long time to work into a normal rhythm. The pace of work is not high. However, due to thorough preparation for work, perseverance and perseverance, his productivity can be quite satisfactory. He is picky about the quality of his work, but does not strive to do more and better than what is required of him. Not inclined to change types of activities and their goals. More disposed to monotonous, well-mastered work.

The phlegmatic has to hurry. And at the same time, he cannot be blamed for slowness, because this property does not depend on his will. He needs to be rushed, helping and encouraging, but not depriving him of independence in actions and not overly patronizing.

A melancholic is a person who is easily injured, inclined to deeply experience even minor events, but outwardly sluggishly reacting to others.

A melancholic in relation to emotional excitability and impressionability is the exact opposite of a phlegmatic. He can work quite successfully in a calm and safe environment that does not require quick reactions and frequent changes in the nature of his activities. However, for a long time, experiencing grievances and even minor "injections" of pride, he often distracts in his thoughts from the work being done, allowing inattention and mistakes. Therefore, it is worked into the normal rhythm of labor slowly and retains it for a short time as a result of periodic apathy and lethargy. His pace of work is unstable. The fruitfulness of labor can be very high with a cheerful mood and low - with a depressed one.

All types of temperaments are equal. Each of them has advantages and disadvantages. Therefore, the leader needs to know their characteristics when establishing contacts, distributing work, influencing subordinates. A critical remark, for example, can irritate a choleric person, push a sanguine person to active actions, leave a phlegmatic person indifferent and unsettle a melancholic person.

People with pronounced features of a certain temperament are not very common. However, a significant predominance of traits of any one type makes it possible to classify, with a certain degree of convention, the temperament of people to one type or another.

Using the test presented in Appendix 2, you can determine the degree of conflict of each employee.

In accordance with the results of the analysis carried out at the LLC "SimCityTrans" enterprise, the following recommendations for a more effective use of social and psychological methods of personnel management can be distinguished:

Conducting psychological trainings with the management staff of the enterprise;

Creation and development of a psychological support and assistance service for personnel, which needs to cooperate with the management of the enterprise;

Training. Training and professional development of personnel is designed not only to transfer the necessary knowledge to employees and develop their professional skills, but is also an important tool for promoting and consolidating the desired attitude to business, to the organization and explaining what behavior the organization expects from its employees, what behavior will be encouraged. , to be reinforced, to be welcomed.

Development of the incentive system in accordance with the needs of employees. The principles of building an incentive system and its main focus should support exactly that behavior, exactly that attitude to business, those norms of behavior and work results in which the content and main focus of the organizational culture cultivated and supported by the leadership finds the most complete expression. Inconsistency and discrepancy between word and deed are unacceptable here, since even a single violation of the established incentive principles will immediately cause a sharp drop in confidence in the policies pursued by the leadership.

Organizational traditions and practices. Organizational culture is consolidated and transmitted in the traditions and orders of the organization, while the organizational culture can be influenced even by one-time deviations from the established (or declared) order. For example, if suddenly, for some reason, the management, one or the other time, could not conduct a monthly summing up of the work with congratulations and rewarding the best employees, something that not only violates the established rules, but also shows the management's unwillingness to share the declared values, which, of course , reduces the enthusiasm and desire of staff to "give all the best" at work.

Speaking about the use of socio-psychological methods to stimulate personnel, it should be noted that a very important condition for the success of such a stimulation strategy is openness and trust in the relationship between management and employees: constant and accurate information about the production and economic situation in the enterprise, about changes in the relevant sectors. market, expected prospects, planned actions, the success of their implementation.

Measures to develop the personnel motivation system at SimCityTrans LLC inevitably require the improvement of the application of social and psychological methods and concepts of personnel management at the enterprise. There are three main directions for improving the use of socio-psychological methods in staff motivation:

Maintaining a favorable psychological climate in the team.

Development of a conflict management system.

Formation and development of organizational culture.

Let us consider in more detail the possibilities of developing motivation in the indicated directions.

Psychological climate as a term appeared in management relatively recently, since previously little attention was paid to this side of management and mainly technical aspects related to the economic side were considered. Only in the 20s of the twentieth century, for the first time, the question was widely raised that the psychological climate in a team is no less important than other aspects of activity. The further the management developed, the more the emphasis shifted from decision-making factors to the factors of their implementation. Implementing decisions is a psychological management task. The psychological climate in the team is one of the most important conditions for increasing efficiency. A stable psychological climate is characterized by the stability of the team and the pleasure with which people go to work.

The practical value of the study lies in the development and implementation of new methods of stimulation, such as organizational and administrative socio-psychological methods, as well as new methods of personnel selection.

This work is intended to help solve many of the tasks facing management. The analysis revealed hidden reserves and proved the possibility of improving the existing personnel management system and showed the need to introduce new techniques and methods of management.

CONCLUSION

In modern conditions, significant motivation of personnel management has undergone: socio-economic and socio-psychological methods of personnel management over administrative ones have become predominant; leadership is now focused on collaborating between staff and management to achieve the intended objectives; the principle of collegiality in management was developed.

The goal of HR management was to encourage employees to develop their abilities for more intensive and productive work. It is believed that a leader should not order his subordinates, but direct their efforts, help to reveal their abilities, and form a group of like-minded people around him.

For each manager, it is necessary to develop special brochures on competent team management.

In the theoretical part of the course work, the study of the socio-psychological activity of the enterprise as an object of management, personality traits, individual characteristics was carried out. Were examined in detail the social and psychological methods of influencing the staff.

In the practical part, the company “SimCityTrans” LLC, its role and place in the country's economy were analyzed in detail. A thorough analysis of the personnel, more precisely one of the brigades of the enterprise, was carried out, as well as the socio-psychological methods of the enterprise recommended for working with personnel were reviewed and analyzed.

On the basis of the material reviewed, recommendations were developed for the more effective use of socio-psychological methods of personnel management.

Maintaining a favorable psychological climate in the team based on the development of a conflict management system, approving the norms and rules of labor discipline and measures of responsibility for violation, eliminating communication barriers between employees and management.

The creation of a system for preventing conflict situations at the enterprise, stimulating their positive consequences will ensure high efficiency of the management system at the enterprise, maintaining a favorable psychological climate in the work collective.

An increase in social guarantees will increase the standard of living of workers and will allow attracting professionals with high requirements to the place of work to work. All these measures will inevitably lead to an increase in the efficiency of personnel, and accordingly will affect production and turnover.

In general, we can conclude that the implementation of the proposed measures in combination with the improvement of other management methods will increase the interest of employees in the results of their work and the effectiveness of the entire enterprise management system.

If we consider the experience of foreign countries in managing the personnel of an enterprise, then the Japanese style of personnel management is distinguished by a manifestation of respect for a person, which is formed due to a lifelong recruitment system, insignificant differentiation of promotion, as well as systematic training and involvement of personnel in management. Lifetime hiring is valuable in making staff feel like they are “all in the same boat”. At the same time, there are many opportunities for staff to move upstairs and increase wages. But the differentiation of workers is negligible, so they consider conscientious work to be beneficial. On the other hand, an emphasis on learning and empowering participation in management improves understanding of the role of one's work. These factors lead to high productivity, responsiveness to innovation and, ultimately, high competitiveness in world markets.

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Similar works on - The use of social and psychological methods in personnel management (for example, the enterprise LLC "SimCityTrans")

Psychological methods are a set of mechanisms for influencing interpersonal relationships, aimed at creating an optimal psychological microclimate. The emotional background that accompanies the production process is extremely important for achieving a positive result when performing production tasks.

A positive reaction of an employee to a task being performed has a direct positive impact on personal results, and, ultimately, on the collective result of the entire company. Therefore, it is extremely important for the manager to direct significant efforts to create conditions for a comfortable psychological climate in the team. The ways of implementation can be varied and multifaceted: from a clear goal setting, the formation of creative, small groups, to the personal motivation of an employee.

There are several psychological methods:

Suggestion is a psychological purposeful impact on the personality of a subordinate on the part of the leader with the help of his appeal to group expectations and motives of motivation to work. By suggestion, you can force a person to do an act, despite his desire and will. An extremely negative form of suggestion is the zombification of a person, when a person is instilled with strictly defined forms of behavior that go beyond the limits of moral norms (mafia groups, gangs, religious sects, etc.).

The peculiarity of suggestion is that it is not addressed to the logic and reason of the individual, not to her readiness to think and reason, but to the readiness to internally accept the transmitted information. Suggestion, Bekhterev noted, acts by directly grafting mental states, that is, ideas and sensations, without requiring any evidence at all and without needing logic. Suggestion is based mainly on the authority of the source of information - if the suggesting does not have authority, then it is doomed to failure. Suggestion is verbal, that is, it can only be suggested by word. The role of intonation is very important here (efficiency is 90% dependent on intonation, which expresses persuasiveness, authority, and significance of words).

Suggestibility - the degree of susceptibility to suggestion, the ability to non-critical perception of incoming information. It is not the same in different people: it is higher in people with a weak nervous system and with sharp fluctuations in attention. The degree of suggestibility depends on age, personality traits, the type and nature of thinking, the state of the psyche at the moment, the authority of the inspirer, the knowledge of the instilled, the situation. A relaxed state is considered the most favorable for suggestion.

In a person, rationality is many times less than emotionality, so you need to pay attention to the latter, first of all.

Persuasion is a reasoned and logical influence on the psyche of a subordinate to achieve the set goals, remove psychological barriers and eliminate conflicts in the team. Persuasion appeals to logic, the human mind, presupposes a sufficiently high level of development of logical thinking. It is sometimes impossible to logically influence people who are underdeveloped. The content and form of beliefs must correspond to the level of personality development, his thinking.

Imitation is a way of influencing an individual employee or social group through a personal example of a leader or a production innovator, whose behavior is an example for other members of the team. Refers to the ways people influence each other in conditions mainly outside of collective behavior, although its role in groups is also quite large. When imitating, it is not a simple acceptance of the external features of another person's behavior or mass mental states that is carried out, but the reproduction by an individual of traits and patterns of demonstrated behavior.

As a result of imitation, group norms and values ​​are formed. It acts as a source of progress: periodically, innovations are made in society, which the masses imitate. These discoveries and inventions subsequently enter the structure of society and are re-assimilated through involuntary imitation, regarded as a "kind of hypnotism." There are several types of imitation: logical and illogical, internal and external, imitation-fashion and imitation-custom. An analysis of these types makes it possible to single out the laws of imitation, for example, such as: imitation is carried out from internal to external (internal models cause imitation earlier than external ones: the spirit of religion is imitated earlier than rituals); the lower classes on the social ladder imitate those who are above them in social status.

Motivation is a positive form of moral influence on a person, in which the positive qualities of the employee, his qualifications and experience, confidence and motivation for the successful performance of the assigned work are emphasized, this allows to increase the moral significance of the employee in the organization. Incentive methods are aimed at saving resources, improving the quality and competitiveness of goods and services, infrastructure, and the quality of life of the population in accordance with the ideology and development policy of this system. The essence of incentive methods is the optimization of management decisions and the motivation of personnel to implement them. This is a very difficult job, the quality of which determines the effectiveness of the systems. In the conditions of market relations, competition forces investors and the state to optimize decisions and motives in order to improve the quality of life of the population. Therefore, the role of incentive methods in managing the efficiency of objects is estimated at about 40% of the aggregate of efficiency factors. In the Soviet period, to induce work, such forms as being on the board of honor, presenting with the Certificate of Honor, awarding the title of "Winner of the Competition", "Drummer of Labor", etc. were widely used to induce work.

Involvement is a psychological technique with the help of which employees become accomplices in the labor or social process. For example, the election of a leader, the adoption of agreed decisions. A very effective technique, since the employee is more interested in the work process if he is involved in its development and in the choice of a leader and a management method.

Coercion is an extreme form of psychological influence, when there are no results of other forms of influence, while the employee is forced to perform certain work against his will and wishes. It is also possible that the threat of the manager using his controlling capabilities in order to achieve the required behavior from the subordinate. Controlling capabilities are the powers to deprive the addressee of any benefits or to change the conditions of his life and work. In the most severe forms of coercion, threats of physical harm can be used.

Condemnation is a method of psychological influence on a person who allows large deviations from moral norms in the team or the results of work and the quality of whose work is extremely unsatisfactory. Such a technique cannot be used to influence people with a weak psyche and is practically useless for influencing the backward part of the team. For example, the comradely trial in the movie Afonya turned from a condemnation into a farce. Expressing dismissive or offensive judgments about a person's personality or gross aggressive condemnation, ridicule of his deeds and actions. The destructiveness of such criticism lies in the fact that it distracts the employee to deal with the negative emotions that have arisen, takes away his confidence in himself.

Criticism, that is, a negative assessment of shortcomings and omissions in work, should be, first of all, constructive, stimulate human actions aimed at eliminating them and indicate their possible options. The rules for its implementation include: confidentiality, benevolence created by weakening the accusatory emphasis; introduction of elements of praise, respect for the personality of the criticized, empathy for him, self-criticism, making comments allegorically, in an indirect form, argumentation, the absence of a categorical requirement for the recognition of mistakes and the correctness of the critic, emphasizing the possibility of eliminating shortcomings and demonstrating willingness to help.

Requirement - has the force of an order. In this regard, it can be effective only if the leader has great power or enjoys unquestionable authority. In other cases, this technique may be useless or even harmful. In many ways, a categorical demand is identical with a prohibition, which is a mild form of coercion.

Prohibition - manifests itself in the inhibitory effect on the person. It includes the prohibition of impulsive actions of an unstable nature, which is a variant of suggestion, as well as restrictions on unlawful behavior - inactivity, attempts to steal, being late. Prohibition is an intermediate method of influence between coercion and persuasion.

Censure - has persuasive power only in those conditions when the subordinate considers himself a follower and is psychologically inextricably linked with the leader.

Command - used in a situation where precise and fast execution of orders without critical reactions is required. The command should be given in a firm calm voice or a voice with an emotionally charged tone. In life, there are prohibitive and incentive varieties of commands. The first: "Stop!", "Stop being nervous!", "Shut up!" - are aimed at the immediate inhibition of unwanted acts of behavior. They are delivered in a firm, calm voice. Second: "Go!", "Bring!", "Do it!" - are aimed at the inclusion of behavioral mechanisms of people.

Deception of expectations is effective in a situation of tense expectation, when previous events have formed a strictly directed train of thought in the employee, which has revealed its inconsistency and allows a new idea to be perceived without objection. This state of affairs is typical for many situations in life: “A driver sent on a business trip by car died in a car accident.

A hint is a technique of indirect persuasion through a joke, ironic remark, and analogy. The hint refers to emotion. Since a hint represents a potential for insulting a person, it should be used in a specific setting, and taking into account the psychological mood of the person.

Praise is a positive psychological method of influencing a person, which has a stronger effect than judgment. However, the application of this technique should be different in relation to the experienced and the young employee. Praise should follow any worthy actions of the performers and even the smallest results obtained by them, but necessarily specific and contributing to the achievement of the goals of the organization. Praise is a positive assessment. The assessment of a subordinate employee is made by a superior person (senior in position or position), and not vice versa.

Compliment - should not be confused with flattery, it should uplift the employee, encourage reflection. A French proverb says: "Flattery is the ability to tell a person what he thinks of himself." The subject of a compliment should be things, deeds, ideas that are indirectly related to a specific employee. A compliment satisfies a person's most important psychological need for positive emotions. The interlocutor who satisfies this need becomes the desired interlocutor. In business communication, a compliment is a subtle and effective tool. The most universal technique, the masterful execution of which almost always succeeds in winning over the interlocutor, is to give him a good compliment.

Request - is a very common form of communication between employees, less often it is used in communication between a manager and an employee. But at the same time it is an effective method of leadership, since it is perceived by the subordinate as a benevolent order and demonstrates a respectful attitude towards it. We're talking about an effect known as the Benjamin Franklin Effect. One day Franklin needed to win the favor of a man who really disliked him. Then Franklin politely asked this man to lend him a rare book and, having received what he wanted, thanked him even more politely. Previously, this man avoided even talking to him, but after this incident, they became friends. This story repeats itself over and over again. The bottom line is that someone who once did you a favor is more willing to do it again than someone who owes you something. The explanation is simple - a person decides that since you ask him for something, then, if necessary, respond to his request, so he must do the same as you do.

Advice is a psychological method based on a combination of request and persuasion. But in operational work that requires making quick decisions, the use of advice should be minimized. The advice is used in the relationships of colleagues, mentors of young workers and experienced leaders.

"Explosion" is a technique known as instant personality restructuring under the influence of strong emotional experiences. The use of an "explosion" requires the creation of a special environment in which feelings would arise that can amaze a person with their unexpectedness and uniqueness. In such a situation, a person's nervous processes fail. An unexpected stimulus causes him severe stress. This leads to a radical change in views on things, events, individuals and even the world as a whole. This technique is often described in fiction (the heroes of the novels by V. Hugo "Les Miserables", A. Dumas "The Count of Monte Cristo" and many others)

Conclusion: In this chapter, I reviewed the psychological methods of personnel management, studying each of them. After studying, I concluded that psychological planning is a new direction in working with personnel to form an effective psychological state of the organization's team. It proceeds from the need for the concept of all-round development of the individual, the elimination of negative tendencies of degradation of the backward part of the work collective. Psychological planning involves setting development goals and performance criteria, developing psychological standards, methods for planning the psychological climate and achieving final results. It is advisable that the psychological planning is carried out by the professional psychological service of the organization, consisting of social psychologists. The most important results of psychological planning include: the formation of subdivisions ("teams") based on the psychological conformity of employees; comfortable psychological climate in the team: the formation of personal motivation of people based on the philosophy of the organization; minimization of psychological conflicts (scandals, grievances, stress, irritation); development of a service career based on the psychological orientation of employees; the growth of the intellectual abilities of the team members and the level of their education; the formation of a corporate culture based on the norms of behavior and images of ideal employees. A skilful leader skillfully applies the employee motivation system in his activities. These are moral motives (praise, awarding a diploma, etc.), and professional (prestigious courses, promotion, etc.), and material (bonuses, salary increases, etc.). The most effective motivation is a person's internal interest in doing a certain job. The manager is obliged to understand the factors influencing the employee's attitude to work: traditions, professional pride, growth prospects, attractiveness of work, etc. The same working conditions have different effects on employees, so it is important to modify them.

Study of the main directions of work in a modern organization. Psychological methods of recruiting and selecting personnel. Personnel management methods in LLC "SimCityTrans". Factors affecting employee behavior. Psychological aspects of motivation.

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