Improving the Personnel Management System of an Industrial Enterprise
The article has analyzed the trend of development and advanced technology for the personnel of the company. The structure of the personnel organization is provided. It is numbed on a post-requisite basis to thoroughly know the knowledge and knowledge, and also the importance of knowing it. Entered i...
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Інститут економіки промисловості НАН України
2019
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irk-123456789-1690352020-06-02T01:26:24Z Improving the Personnel Management System of an Industrial Enterprise Smyrnova, I. Rudyka, K. Management of Labour and Safety The article has analyzed the trend of development and advanced technology for the personnel of the company. The structure of the personnel organization is provided. It is numbed on a post-requisite basis to thoroughly know the knowledge and knowledge, and also the importance of knowing it. Entered into the organization's ambush, ambush improvements system and personnel management at the galley of professional advancement and appreciation of public relations. The following is the main aspect of financial management and personnel development for industrial enterprises. The special features of financial support for personnel in foreign companies are highlighted. The mechanism of managing industrial personnel has been scattered, a kind of front door to the end of all prizes in the first stage, only one way, but for the most part, for the first time career income). У статті проаналізовано тенденції розвитку та сучасні технології навчання персоналу вітчизняного підприємства. Досліджено структуру персоналу організації. Наголошено на постійній необхідності вдосконалювати знання та вміння працівників підприємства, а також важливість перевірки цих знань. Запропоновано заходи щодо впровадження органiзацiйних засад полiпшення системи управлiння персоналом у галузi професiйного навчання та оцiнювання працiвникiв підприємства. Досліджено головні аспекти фінансування управління та розвитку персоналу промислового підприємства. Визначено особливості фінансування персоналу в зарубіжних компаніях. Розроблено механізм управління персоналом промислового підприємства, який привертає до свого виконання всіх працівників підприємства в різному ступені, але маючи одну мету, що полягає в ефективному зростанні в усьому (для підприємства – це, звичайно, фінансово-господарське зростання, а для працівників – кар’єрно-дохідне). В статье проанализированы тенденции развития и современные технологии обучения персонала отечественного предприятия. Исследована структура персонала организации. Отмечена постоянная необходимость совершенствования знаний и умения работников предприятия, а также важность проверки этих знаний. Предложены мероприятия по внедрению организационных основ улучшения системы управления персоналом в области профессионального обучения и оцениванию работников предприятия. Исследованы главные аспекты финансирования управления и развития персонала промышленного предприятия. Определены особенности финансирования персонала в зарубежных компаниях. Разработан механизм управления персоналом промышленного предприятия, который предрасполагает к своему выполнению всех работников предприятия в разной степени, но имея одну цель, которая заключается в эффективном росте во всем (для предприятия – это, конечно, финансово-хозяйственный рост, а для работников – карьерно-доходный). 2019 Article Improving the Personnel Management System of an Industrial Enterprise / I. Smyrnova, K. Rudyka // Економічний вісник Донбасу. — 2019. — № 4 (58). — С. 179-185 . — Бібліогр.: 18 назв. — англ. 1817-3772 DOI: 10.12958/1817-3772-2019-4(58)-179-185 http://dspace.nbuv.gov.ua/handle/123456789/169035 331:005.95:338.45 en Економічний вісник Донбасу Інститут економіки промисловості НАН України |
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Management of Labour and Safety Management of Labour and Safety |
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Management of Labour and Safety Management of Labour and Safety Smyrnova, I. Rudyka, K. Improving the Personnel Management System of an Industrial Enterprise Економічний вісник Донбасу |
| description |
The article has analyzed the trend of development and advanced technology for the personnel of the company. The structure of the personnel organization is provided. It is numbed on a post-requisite basis to thoroughly know the knowledge and knowledge, and also the importance of knowing it. Entered into the organization's ambush, ambush improvements system and personnel management at the galley of professional advancement and appreciation of public relations. The following is the main aspect of financial management and personnel development for industrial enterprises. The special features of financial support for personnel in foreign companies are highlighted. The mechanism of managing industrial personnel has been scattered, a kind of front door to the end of all prizes in the first stage, only one way, but for the most part, for the first time career income). |
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Article |
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Smyrnova, I. Rudyka, K. |
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Smyrnova, I. Rudyka, K. |
| author_sort |
Smyrnova, I. |
| title |
Improving the Personnel Management System of an Industrial Enterprise |
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Improving the Personnel Management System of an Industrial Enterprise |
| title_full |
Improving the Personnel Management System of an Industrial Enterprise |
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Improving the Personnel Management System of an Industrial Enterprise |
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Improving the Personnel Management System of an Industrial Enterprise |
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improving the personnel management system of an industrial enterprise |
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Інститут економіки промисловості НАН України |
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2019 |
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Management of Labour and Safety |
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http://dspace.nbuv.gov.ua/handle/123456789/169035 |
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Improving the Personnel Management System of an Industrial Enterprise / I. Smyrnova, K. Rudyka // Економічний вісник Донбасу. — 2019. — № 4 (58). — С. 179-185 . — Бібліогр.: 18 назв. — англ. |
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I. Smyrnova, K. Rudyka
179
Економічний вісник Донбасу № 4(58), 2019
UDC 331:005.95:338.45 doi: 10.12958/1817-3772-2019-4(58)-179-185
I. Smyrnova,
PhD (Economics),
ORCID 0000-0002-6941-1276,
K. Rudyka,
Donbass State Machine Building Academy, Kramatorsk
IMPROVING THE PERSONNEL MANAGEMENT SYSTEM
OF AN INDUSTRIAL ENTERPRISE
Formulation of the problem. At present, the basic
component of enterprise personnel management is to
create the conditions for the expansion of knowledge,
improvement of skills, improvement of skills and con-
tinuous development of employees. Increasing the role
of knowledge in society, the development of smart, in-
telligent technologies require flexible and adaptive use
of human resources of the enterprise, increasing the cre-
ative and organizational activity of employees, the for-
mation of a humanized organizational culture.
In the context of market relations, the introduction
into the production of new technologies of particular im-
portance are acquired by adequate methods of personnel
development management, which are based on progres-
sive approaches to expanding its competencies. Consi-
dering this, in modern production there are problems of
modernization of classical systems of management of
personnel and introduction of new models of manage-
ment, oriented on continuous development of intellec-
tual, cultural and creative potential of employees of en-
terprises and organizations.
Analysis of recent research and publications.
Problems of personnel management systems as one of
the most important strategic directions of work of enter-
prises are constantly attracting the attention of econo-
mists. Thus, foreign scientists I. Ansoff, P. Drucker,
G. Kunz, M. Mescon, T. Peters, and G. Simon made a
significant contribution to the development of the theory
of personnel management.
A. Smith explained the differentiation in wages of
skilled and unskilled workers through difference in
time, labor and cash costs incurred by the first to obtain
the necessary knowledge, skills, and mastery [1].
This paper is devoted to a large number of works
of foreign and domestic authors, the analysis of which
shows the diversity of existing approaches and methods.
Such Western economists as V. Petty, A. Smith, J. Sey,
S. Fisher, L. Valras, Sidgwick, G. Becker [2], T. Schultz
[3], I. Ilyinsky [4], when considering the issue of invest-
ment in human capital, give special attention to in-
vestment in the capital education. The first measurement
pattern to estimate the value of an able-bodied person,
used by V. Petty, assesses the value of the stock of hu-
man capital by capitalization of earnings as a life
annuity with a market interest rate [5].
Among domestic researchers, these issues were
considered by L. Balabanov, D. Bohin, O. Grishnova,
L. Goroshkova, V. Danyuk, A. Kolot, I. Kryzhko,
A. Cherep, L. Chervinskaya, who analyzed theoretical
and applied aspects of personnel management. at enter-
prises of different industries. However, due to the com-
plexity of the problem in the current context, some is-
sues are not adequately addressed or need to be detailed,
especially in the face of a constant change in the market.
The purpose of the article is to identify the prob-
lems of personnel management and the impact of the ef-
fectiveness of the personnel management system on the
sustainable development of the enterprise.
Outline of the main research material. Personnel
management is one of the most important areas of the
modern enterprise strategy. In order to succeed in a
changing world and gain a competitive edge, every busi-
ness needs to achieve efficient and cost-effective use of
advanced technologies that require human resources
that have the requisite knowledge and professional ex-
perience.
I. Kychko and M. Gorbachenko argue that the effi-
ciency of the enterprise, undoubtedly, is based on labor
resources, namely competence, qualification, capacity
for training and development of personnel within the or-
ganization. However, current unemployment indicators
in the labor market of Ukraine indicate that the current
system of organization of social production, including
personnel management, needs improvement [7].
Management style combines professional compe-
tence, efficiency and high ethics of relationships bet-
ween people, as well as practically affects all areas of
the enterprise. It depends on him to what extent external
factors of increase of efficiency of activity at the enter-
prise will be taken into account. Therefore, proper ma-
nagement style as an integral element of modern mana-
gement is an effective factor in improving the efficiency
of any enterprise and every business structure [8, p. 72].
Therefore, the basic condition that ensures the develop-
ment of the enterprise is the efficient use of staff.
The experience of foreign corporations confirms
that the implementation of the latest technologies of per-
sonnel management increases the productivity of staff,
improves team performance, reduces staff turnover, and
increases the activity of enterprises at different levels of
management [7]. The competitiveness of an enterprise
depends to a large extent on the preferences of the staff,
which are manifested in two main aspects, such as high
qualification of personnel (advanced knowledge and in-
Management of Labour and Safety
I. Smyrnova, K. Rudyka
180
Економічний вісник Донбасу № 4(58), 2019
tellectual capital, pursuit of knowledge and improve-
ment, high motivation of staff, effective incentives for
hard, quality work); the skills and experience of staff to
reduce the level of marriage and the cost of production
through the use of first-class service traditions, unique
style of advertising and promotion of goods (services).
Personnel management in modern conditions is
one of the most influential tools of formation of compe-
titiveness, financial independence and development of
the enterprise. That is why there is an urgent need to de-
velop and implement such management levers that
could meet the requirements of a market economy [7].
We consider it necessary to define that in the cur-
rent conditions at the enterprises of the country insuffi-
cient attention is paid to the formation of the personnel
management system as a whole set of interacting ele-
ments, which provides for making economically sound
management decisions. As practice shows, nowadays in
the enterprise the solution of problems of personnel
management is mostly limited to the study of issues of
material incentives. Figure 1 shows the motivation sys-
tem for industrial enterprise personnel.
In order to create the conditions for proper human
resource management, quality funding is needed. There-
fore, modern enterprises cannot be saved on personnel,
since the overall success of the enterprise depends on the
efficiency of its work. The enterprise's need for person-
nel development is driven by constant changes in the in-
ternal and external environment, improvement of ma-
nagement processes, development of new technologies
and activities.
The remuneration system
The amount of payment depends on
the complexity of the work Tariff system
The amount of pay depends on the
performance of the employee's unit
A system of rewards and rewards
Upgrading and discharging
contributes to higher
wages
The Lifetime
Achievement Award is
paid after 5, 10 years Cash assistance for
young professionals
is issued
Senior executives who have made a personal
contribution to the development
of the enterprise are given paid vacation
at the recreation center
The right to use the car for free
Insurance, medical services,
wellness services, sports,
culture, recreation, housing,
preschools
The system of social protection and support
of employees of the enterprise
Promoting a position
without changing
the employee's salary
A separate cabinet is
provided for executives
Charitable assistance to
educational, medical, cultural
institutions and organizations,
power structures of Ukraine
Various types of assistance to
veterans of the BBB and labor,
disabled people, non-working
retirees, low-income and large
families
Fig. 1. System of motivation of the personnel of the industrial enterprise
(developed by authors based on source [9])
The efficiency of the enterprise depends on invest-
ment in production by 30%, while 70% of all enterprises
depends on the level of skill of employees. The im-
portance of personnel development can be drawn from
the following figures: in the European Union countries,
the period of training of employees is about five years,
in Japan – from one to one and a half years, in Ukraine,
the training is carried out every 12 years [10].
As we can see, Ukraine is far behind other coun-
tries in this aspect. At the same time, some enterprises
do not pay attention at all to the development and pro-
fessional development of employees [11].
Financial expenses for the management and deve-
lopment of dedicated staff have the following structure:
– remuneration of staff (salaries, bonuses, bonuses,
surcharges, holidays, rewarding valuable and valuable
gifts for professional achievements);
– reimbursement of the professional activity of em-
ployees (business trip, accommodation, transport, com-
munication, etc.);
– participation in profit (payment for shares.,
Shares percentage of profit);
– organization and protection of labor (technologi-
cal costs and measures of individual protection);
I. Smyrnova, K. Rudyka
181
Економічний вісник Донбасу № 4(58), 2019
– the maintenance of units and employees who en-
sure the functioning of the personnel management sys-
tem (human resources, public services, economic ser-
vices);
– professional development and formation of per-
sonnel reserve (basic education, advanced training, in-
ternships, courses, trainings, examinations, mentoring,
coaching, staff adaptation measures, corporate publica-
tions, etc.);
– socio-cultural development (organization or re-
imbursement of physical education and sports, rehabili-
tation, recreation, etc.);
– corporate socio-cultural activities (expenses for
forming corporate culture, events, anniversaries, excur-
sions, circles, etc.);
– insurance (professional, social, medical);
– social obligations and social protection (saving
jobs, paying, assistance, reimbursement, sale of pro-
ducts and materials at reduced prices, preferential loans,
etc.);
– tax deductions for the enterprise (for all the above
costs).
Thus, the financing of personnel management and
development is a cost process that over time provides a
profitable component. Accordingly, the financing of the
management and development of personnel in concep-
tual content is an investment. In the Table 1 we give a
comparative description of the costs of enterprises in
different countries staff development.
Table 1
Dynamics of total costs for training and advanced
training of personnel in the countries of the world
(compiled by the authors
on the basis of sources [12, 13, 14])
Country
The average
percentage of
payroll, %
General expenses
staff development,
$ billion
Medium size
cost per month
for 1 employee,
USD
USA 5-10 50 1252
Japan 10-20 80 1670
France 2-5 30 1085
Germany 2-5 20 970
United
Kingdom 6-8 40 1355
As you can see, the cost of staff development is dif-
ferent in each country. First of all, they depend on the
economic development of the country of residence of
the enterprise. For example, the costs of domestic enter-
prises for the development of personnel are not compa-
rable with the costs of foreign enterprises. As our coun-
try is going through difficult economic times, domestic
companies are trying to maximize personnel savings.
However, this approach is incorrect, because even in
times of crisis it is not possible to save on personnel.
It is important to note the interesting trend that
large corporations are losing more money to staff deve-
lopment. At the same time, small businesses with small
staff spend a minimum of financial resources on staff
development. In the table. 2 shows the costs of foreign
enterprises, which spend the most on personnel deve-
lopment.
In general, enterprises' personnel development
costs continue to increase in countries. The business in-
vests in the development of its employees. Thus, accor-
ding to expert estimates, $ 1 of investment in staff de-
velopment brings the company $ 33 in profits, and the
total amount of money that US companies send for pro-
fessional training of personnel is about $ 50 billion. per
year [10].
Table 2
Expenses of foreign enterprises
on personnel development (сompiled by [15])
The company name Total development
costs staff, million
dollars USA
Percentage of to-
tal labor costs
American Thermal
Technologies 1300 6
IBM 750 5
General Motors 1000 4.5
Xerox 220 4
Texas Instruments 145 3.5
Motorola 142 2.6
Professionalism and qualification of labor re-
sources are certainly one of the main advantages of
modern enterprises, which can guarantee the strategic
growth of the enterprise in the long run. The basis of the
personnel policy of Corum Druzhkivsky Machine-
Building Plant is based on the principles of succession
of generations, ensuring the production of skilled
workers and specialists, improving the level of qualifi-
cation of the personnel reserve, optimizing the structure
and number of employees [9].
In 2018, the average number of full-time employ-
ees was 1577, of which 736 were basic workers, 382
were auxiliaries, 300 were general staff, 159 were ad-
ministrative staff. [9] In 2017, Corum Druzhkivsky Ma-
chine-Building Plant production by 122% compared to
the previous period - the expected forecast for the end of
the year is 757 million UAH. At the same time, the en-
terprise loading from January to December increased by
more than a quarter and made 123%.
Corum Group's contractual volume increased by
116% year-on-year to achieve these figures. Figure 2
presents the educational structure of industrial-produc-
tion personnel of Corum Druzhkovsky Machine-Build-
ing Plant LLC.
Fig. 2. Educational structure of industrial-
production staff of Corum Druzhkivsky Machine-
Building Plant LLC on 01/01/2018
(compiled by the authors on the basis of source [9])
35%
20,60%
19,90%
24,50% higher
average special
professional and
technical
average
I. Smyrnova, K. Rudyka
182
Економічний вісник Донбасу № 4(58), 2019
Corum Druzhkivsky Machine-Building Plant LLC
carries out its activities in order to achieve the goals that
are strategic for the enterprise. The degree to which
these goals are realized reflects how effective the enter-
prise is, ie how effective it is uses the resources at his or
her disposal.
It is clear that the main focus in achieving the goals
of the company is due to the efforts of competent and
professional staff. Therefore, the enterprise is faced with
the task of retaining and preserving the jobs of "experts
in the business" and dismissing those employees whose
activities are the least effective. This can be achieved
through regular systematization of staff assessment and
training needs based on:
– requirements or recommendations for training
and advanced training of employees of production de-
partments by the company management;
– recommendations for training of employees,
which are drawn up as a result of the performance ap-
praisal of the employee and are fixed in the individual
plans of employee development;
– the proposals for training received from the em-
ployees of the structural divisions of the company
during the periodic determination of the needs for work
with the employees, justified in terms of production ne-
cessity.
In identifying training needs, attention should be
paid to the following main areas (Fig. 3):
1) training of managerial and managerial person-
nel;
2) creating a reserve of managers by training pro-
spective employees;
3) an internship program abroad;
4) staff evaluation;
5) career planning;
6) Targeted training of young professionals and ca-
reer guidance;
7) training and certification of personnel involved
in international projects;
8) training of scientific personnel;
9) training of employees.
Although the management of Corum Druzhkivsky
Machine-Building Plant LLC is trying to provide an ef-
ficient process of professional development of human
resources and maintain its competitiveness in the labor
market, however, the share of workers and employees
who have passed professional training and job training.
Need for training of enterprise staff
Training of managers and specialists Training of personnel
Management
and
economical
preparation
Internship
by border
Professional
preparation
Increase
qualifica-
tions
Mastery
the other
profession
Teaching
students
(young
workers)
Target
preparation
the young
specialists
Modern
informational
technology
Preparation
and
certification
international
standards
Teaching
school
students
Fig. 3. Main directions of training of the staff of Corum Druzhkivsky Machine-Building Plant LLC
(compiled by the authors on the basis of source [9])
The management of Corum Druzhkivsky Machine-
Building Plant LLC should understand that, because
economic circumstances do not allow the company to
hire new employees and increase its staff, this issue
should be given sufficient attention. Therefore, the ma-
nagement needs to create conditions that are conducive
to training and advanced training, because it depends on
productivity, quality of production, savings of material
resources. The mechanism of personnel management at
the enterprise consists of three main components, which
are the management of training and formation of person-
nel, the management of placement and movement of
personnel, the management of the use of personnel.
Management training and formation includes the imple-
mentation of socio-demographic policies, management
recruitment, management training.
Management of placement and movement of per-
sonnel contains the placement of personnel in structural
units, sections, workplaces, organization of intra-indus-
trial movement of personnel, organization of profes-
sional and qualitative movement of personnel, organiza-
tion of official transfer of executives, engineering and
technical workers and employees. Human resources
management is a generalization of scientific and techno-
logical progress management, scientific organization of
labor, labor economy.
I. Smyrnova, K. Rudyka
183
Економічний вісник Донбасу № 4(58), 2019
Different companies work with different staff in
different numbers. Figure 4 presents the personnel ma-
nagement mechanism of an industrial enterprise.
One of the important stages of industrial enterprise
personnel management is staff assessment and certifica-
tion. Having the legal basis for researching the staff of
the company, as well as describing it from different po-
sitions (quantitative and qualitative), we are able to eva-
luate this staff.
- pay system;
- system material
incentives and
successes in the work;
- the system of payment
of assistance to the
people
childbearing, illness,
industrial injuries;
- granting of privileged
permits on bases of
rest, sanatoriums
- manning of small
groups;
- selection and
placement of person-
nel, taking into account
their psychological
compatibility;
- use of psychological
influence, color, music,
exclusion of monotones
job skills, expansion of
creative processes
- informing employees
about the rules and
procedures adopted at
the enterprise;
- training of special
labor skills;
- conducting career
interviews;
- guidance from seniors
in office;
-forming one's own
corporate culture
The mechanism of personnel management of an industrial enterprise
Motivation
- reduction of noise
level, pollution in
the workplace;
- reduction of the
specific gravity of
the monotony of
the performed
production
operations;
- proper logistics
- assessment of available
manpower;
- planning the future
need for manpower;
- recruitment;
- creation of a reserve for
raising;
- promotion
management;
- assessment of work
activity
Formation of labor
potential
Socio-psychological
mechanisms
- reconciliation
between employers
and employees
social policy income
and expenditure
policy;
- the negotiating
nature of the settle-
ment differences
- participation of
employees in the
management of the
enterprise
Improving
working
conditions
Career guidance and
social adaptation
Improvement of
social-labor
relations
- rules of internal labor
regulations;
- rules of etiquette in
the middle of the
enterprise;
- forms of disciplinary
influence;
- investing collective
contracts;
- identification and
regulation of interests
and goals of different
teams
Social
normalization
and regulation
- providing retraining
and advanced training
of personnel;
- targeted training in
universities, technical
colleges, colleges,
Vocational schools;
- internship;
- mentoring;
- conducting trainings;
- organization of
lectures, discussions at
enterprises
- temporary provision
of service apartments;
- housing construction;
- purchase of housing
at the expense of the
enterprise;
- providing businesses
housing loans;
- provision of hostels
by the enterprise
- conducting concerts,
competitions,
meetings, lectures,
fairs, exhibitions;
- library service;
- organization of
amateur art;
- holding corporate
parties;
- Birthday celebration
Leisure activities
employees
Improving the
living conditions
of employees
Training
Fig. 4. The mechanism of personnel management of an industrial enterprise
(developed by authors based on source [16])
Industrial enterprise personnel are described by a
number of quantitative and qualitative characteristics
that are formed into a system of indicators. After re-
searching and analyzing these characteristics, experts
determine the various factors of influence on the staff.
Therefore, staff assessment is a complex process that
can be divided into several sub-processes, such as cal-
culating a system of indicators that characterize the staff
of an enterprise; comparison of certain characteristics of
employees with corresponding parameters, require-
ments, standards; determining the impact of factors af-
fecting staffing levels.
Therefore, the system of indicators characterizing
all industrial enterprise personnel in general and by ca-
tegories (workers, managers, professionals and techni-
cians, technical employees) can be divided into the fol-
lowing groups: the number of enterprise personnel (to-
tal, in particular, the average number of industrial and
non-industrial personnel); structure of industrial produc-
tion staff by sex (men, women); age composition of in-
dustrial production staff;
distribution of industrial production personnel by
length of service (up to 15 years or more); educational
level of industrial production staff; qualification of em-
ployees (discharge on a single tariff grid); level of voca-
tional training (for workers in the interim, for managers,
professionals and specialists, technical officers for edu-
cation and practice) [17, p. 30–31].
Comparison of certain characteristics of employees
of the enterprise with the relevant parameters, require-
ments, standards is carried out at industrial enterprises
by means of external evaluation and self-assessment
with the performance of orientation and incentive func-
tions. The process of comparing certain characteristics
of an evaluation involves several components, namely
the evaluation procedure, the content of the evaluation,
and the evaluation method.
The evaluation procedure involves determining the
location of the assessment, the subject of the assess-
ment, its order and the frequency with which it is used.
The content of the assessment is to evaluate the personal
qualities of the employees and their performance. The
method of assessment is to identify and measure indica-
tors.
Valuation is based on generally recognized princi-
ples, namely the principles of objectivity, comprehen-
siveness, systematic (sustainability), which allows the
use of staff appraisal for the recruitment and placement
I. Smyrnova, K. Rudyka
184
Економічний вісник Донбасу № 4(58), 2019
of new employees; forecasting the promotion of em-
ployees; rationalization of methods and methods of
work; building the efficiency of the system of work mo-
tivation; assessing the effectiveness of individual em-
ployees and staff.
Comprehensive assessment of staff on the point
system is widely used, which makes it possible to quan-
tify the most significant characteristics with the help of
points, as noted by S.F. Pokropivny [18, p. 87–95]. The
valuation of the personnel of an industrial enterprise is
determined by the evaluation of the personnel, ie both
each employee and the collective as a whole.
This assessment complements the full characteri-
zation of the resource potential of the enterprise, indus-
try and enables management decisions to be made to im-
prove the functioning of the enterprise or subcomplex.
Valuation of the personnel of the enterprise encourages
specialists and managers of the enterprise for its effi-
cient use and profitable functioning, which results in the
necessity to study the effective use of the personnel and
in general the management of industrial enterprises.
Conclusions. The personnel of the enterprise is the
main object of management, which is first and foremost
related to the processes that occur in the society in order
to protect the interests of employees, as well as the in-
creasing role of the human factor in the production pro-
cess. Personnel management is essential for all organi-
zations – large and small, commercial and nonprofit, in-
dustrial, and operating.
Thus, the conceptual mechanism of industrial en-
terprise personnel management is a complex process
that attracts all employees of the enterprise to different
degrees, but with one goal that is effective growth
throughout (for the enterprise, of course, financial and
economic growth, and for employees – career-profi-
table). Considering the financing of personnel manage-
ment and development, we can say that this issue has a
strong theoretical basis and examples of successful ap-
plication in countries. The peculiarities of financing the
personnel development management system in compa-
nies depend on numerous micro, meso, macro factors,
as well as global factors, which necessitates further re-
search in the areas of cost structure determination, ba-
lancing and targeting.
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Смирнова І. І., Рудика К. Ю. Вдосконалення
системи управління персоналом промислового під-
приємства
У статті проаналізовано тенденції розвитку та су-
часні технології навчання персоналу вітчизняного під-
приємства. Досліджено структуру персоналу організа-
ції. Наголошено на постійній необхідності вдоскона-
лювати знання та вміння працівників підприємства, а
також важливість перевірки цих знань. Запропоновано
заходи щодо впровадження органiзацiйних засад
полiпшення системи управлiння персоналом у галузi
професiйного навчання та оцiнювання працiвникiв під-
приємства. Досліджено головні аспекти фінансування
управління та розвитку персоналу промислового під-
приємства. Визначено особливості фінансування пер-
соналу в зарубіжних компаніях. Розроблено механізм
управління персоналом промислового підприємства,
який привертає до свого виконання всіх працівників
підприємства в різному ступені, але маючи одну мету,
що полягає в ефективному зростанні в усьому (для під-
приємства – це, звичайно, фінансово-господарське
зростання, а для працівників – кар’єрно-дохідне).
Ключові слова: персонал, структура персоналу,
механізм управління персоналом, промислове підпри-
ємство, мотивація, навчання, розвиток, оцінювання
персоналу, фінансування управління та розвитку пер-
соналу.
Smyrnova I., Rudyka K. Improving the Personnel
Management System of an Industrial Enterprise
The article has analyzed the trend of development and
advanced technology for the personnel of the company.
The structure of the personnel organization is provided. It
is numbed on a post-requisite basis to thoroughly know the
knowledge and knowledge, and also the importance of
knowing it. Entered into the organization's ambush, am-
bush improvements system and personnel management at
the galley of professional advancement and appreciation of
public relations. The following is the main aspect of finan-
cial management and personnel development for industrial
enterprises. The special features of financial support for
personnel in foreign companies are highlighted. The me-
chanism of managing industrial personnel has been scat-
tered, a kind of front door to the end of all prizes in the first
stage, only one way, but for the most part, for the first time
career income).
Keywords: personnel, structure for personnel, me-
chanism of personnel management, production, motiva-
tion, motivation, advancement, evaluation of personnel, fi-
nancial management and personnel development.
Смирнова И. И., Рудыка К. Ю. Усовершен-
ствование системы управления персоналом про-
мышленного предприятия
В статье проанализированы тенденции развития и
современные технологии обучения персонала отече-
ственного предприятия. Исследована структура персо-
нала организации. Отмечена постоянная необходи-
мость совершенствования знаний и умения работников
предприятия, а также важность проверки этих знаний.
Предложены мероприятия по внедрению организа-
ционных основ улучшения системы управления персо-
налом в области профессионального обучения и оце-
ниванию работников предприятия. Исследованы глав-
ные аспекты финансирования управления и развития
персонала промышленного предприятия. Определены
особенности финансирования персонала в зарубежных
компаниях. Разработан механизм управления персона-
лом промышленного предприятия, который предрас-
полагает к своему выполнению всех работников пред-
приятия в разной степени, но имея одну цель, которая
заключается в эффективном росте во всем (для пред-
приятия – это, конечно, финансово-хозяйственный
рост, а для работников – карьерно-доходный).
Ключевые слова: персонал, структура персонала,
механизм управления персоналом, промышленное
предприятие, мотивация, обучение, развитие, оценива-
ние персонала, финансирование управления и разви-
тия персонала.
Received by the editors: 21.10.2019
and final form 19.12.2019
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