The municipal sphere of development of the city: problems of personnel management

In the state there is an urgent need to develop strategic imperatives for the management of the company's personnel with a view to developing the communal sphere, taking into account the experience of the economically developed countries of the world.

Theoretical and practical achievements in the field of improving the system of personnel management are reflected in the works of such domestic scientists as Amosha A.I., Bandur S.I., Doroguntsov SI, Kalinina S.P., Chernichenko G.A., Kolot A.M., Boginya D.P., Kulikov G.T., However, the problem of personnel management requires further study taking into account the world experience and with the purpose of developing strategic imperatives of personnel management of enterprises in the conditions of development of the city's public sector [1-11].

The study of the personnel management system of the enterprise and strategic imperatives is a necessary condition for the development of the city's communal sphere, which was the purpose of this study. Analysis of international systems of personnel management in modern conditions is especially relevant, as it will help to intensify the search for new approaches and models of organizing and regulating labor remuneration, taking into account the peculiarities of our state. The rationale for the development of modern strategic imperatives of personnel management is the task of this scientific research.

The current trend in the formation of the personnel management system depends largely on the goals of the state's economic policy.

Motivation of work is one of the most effective functions of personnel management in enterprises. However, the basis of motivation - forms and systems of remuneration of labor, which are in effect at most domestic enterprises - does not meet modern requirements. They do not have sufficient flexibility and motivational effect, weakly stimulate the increase in labor productivity. These systems were formed during the period of bistro production growth due to extensive factors and lack of competition. Therefore, they weakly stimulate the economical use of resources, increase the professional-qualified level of workers and allow the increase in wages at a rate significantly higher than the growth rates of labor productivity and the efficiency of production as a whole.

As an alternative, the experience of industrially developed foreign countries is the one where individual models of labor remuneration, flexible multi-factor incentive schemes for workers, and forms of collective management and bonuses are widely used at present. Labor motivation systems used in Japan, the United States, France and the United Kingdom were formed mainly in conditions close to those in which our country was at present (slowing the growth of labor productivity and living standards, powerful inflationary processes, the need for an accelerated transition to intensive sources of production growth).

All this required shifting the emphasis on encouraging quality indicators of the production process, attracting the intellectual potential of workers, and increasing motivation for work. The application of these methods has certain features in different countries. Currently, in the midst of an economic crisis, the rationing of labor in Ukraine is in an extremely neglected state. At the same time, individual managers of enterprises began to reject the rationale for standardization altogether.

Creating a good regulatory framework in countries with developed market economies (the United States, Great Britain, Germany) attaches great importance. Large corporations of these countries, such as IBM, General Electric, develop their own standards and labor standards, while using automated systems of rationing, modified with features of their production. However, many large companies (mainly performing state orders) are striving to create a nationwide system of standards. Computer design of technological processes and calculation of norms is widely spread at the enterprises of the USA, Great Britain, Germany and other developed countries. In these states, computerized systems of microelement rationing are developed, inter-firm data banks are created, containing arrays of norms and time norms for various types of work, which together with the program packages are provided to users.

Small and medium-sized enterprises, which account for the largest percentage of the norms established by the experimental-statistical method or using manual timing, are deprived of the opportunity to use commercial software packages, and development of one enterprise is beyond their power. Therefore, in a number of capitalist countries, state specialized non-commercial centers are created that provide consulting assistance to enterprises in creating a regulatory framework for optimizing labor standards.

A qualitative change in the increase in the level of work on the standardization of labor at the enterprise is impossible without the existence of specialized organizations for the development of norms and standards, which, in connection with the collapse of the USSR, practically did not turn up in Ukraine. Taking into account the ongoing structural changes in the national economy of the country, the experience of countries with developed market economies, it is necessary to move from a departmental organization for the development of regulatory materials to the creation of a market for standards at the state level, to form a network of specialized non-profit centers for labor standardization

The direct regulator of wages in countries with developed market economy is the labor market. It is in the labor market that ultimately specific assessments of different types of skilled labor are formed. Market regulation is supplemented by state regulation, and collective bargaining systems are also applied.

The basis of state regulation is the tariff system and the minimum wage.

Among the factors affecting the minimum wage are: the level of economic development, the minimum consumer budget, labor productivity and average wages.

An important element of the state regulation of labor remuneration is the tariff agreement, which is a contract between the representatives of the collective and the owner on issues of labor remuneration and social guarantees.

Labor relations between managers and specialists, on the one hand, and entrepreneurs on the other, are built, as a rule, on the basis of a contractual form of the contract, which allows more fully to take into account the individual characteristics of the creative work of this category of workers and to build an adequate system of their material incentives. For enterprises of all economically developed countries, there is a significant differentiation of wages. Engineering staff has higher earnings than workers.

Industry uniform tariff networks are widely distributed in countries such as Fraction and Italy, where they are used in metallurgy, machine building and other industries. They are the main instrument of organizing wages in these countries, the main function of uniform tariff grids is to measure the labor of different quality.

Differentiation of specialists' rates by categories and skill level is carried out with the help of "classification" of workers and comments to it (analogue of the tariff-qualifying directory used in the CIS). An integral part of the tariff system is the tariff scale, in which each qualification category corresponds to the tariff rate and the tariff coefficient. In the process of developing uniform tariff rates (ETS) in the Fractions, new approaches to job pricing are applied. At the same time, special importance is attached to such criteria as increased attention, professional conscientiousness, the ability to perceive the new, the degree of responsibility for the results of labor.

In the development of the ETC, considerable attention is paid to the development of qualification requirements for holders of a particular category. To determine the discharge within the group, two additional criteria are taken into account - the complexity and severity of labor.

For example, in the metallurgy of France, 7 qualification groups are provided, each of which in turn is divided into 3 categories (except for masters), each category corresponds to the tariff coefficient. In addition, many entrepreneurs practice individual up to wage levels based on the results of a particular calendar period. At the same time, each employee is assessed by his supervisor at least four indicators: the level of merit to the firm, the previous level of wages, its dynamics and re-professional growth.

Along with the individual revision of the wage on the basis of an integrated assessment of the employee in France, bonuses are applied for individual and collective labor outcomes.

At US enterprises, the basic reproductive function, which stimulates the load, is borne by the tariff payment of employees, which, as a result of regular revision, turns into a variable amount. The main factors determining the tariff part of the remuneration of managers and specialists are the academic degree, length of service, the size of enterprises and the level of responsibility. Over the past 10 years, in many US enterprises, there has been application of wage systems, in which the increase in wages depends on the increase in the qualifications of the worker and the number of specialties he has mastered. When a new specialty is mastered, the child receives an increase in wages. The concept of "units of qualification" is introduced, which determine the amount of knowledge, skills, skills necessary to perform a new job and receive a qualification allowance. When determining the wage determining the apparent number of mastered "units of qualifications," the level of skill for each of them (grades), qualifications for the mastered specialties.

The main role of the tariff rate in any wage system is, ultimately, to establish the relationship between the size of payment for simple, unskilled and complex labor. As the analysis shows, the Japanese practice has developed its principles of charging employees. The leading indicator of the skill level of the employee and, therefore, the criterion for paying his labor in Japan for a long time was considered age. But, as the contradictions between the content of labor, on the one hand, and its evaluation by the age criterion of the performer, on the other hand, the situation began to change.

Under the influence of new technology and technology, in a significant part of the workforce, the complexity of labor has diminished, and the role of their practical skills and knowledge accumulated in the long run has fallen.

In Sweden, trade unions at the negotiations on the re-signing of collective labor contracts pursue a policy of so-called solidary wages, based on the following principles: equal pay for equal work; reduction of the minimum wage gap. The policy of a single level of solidary wages has a positive impact on the structure of incomes and expenditures of highly profitable enterprises, their distribution and use. Here, workers do not have formal grounds to demand the use of that part of the profits that is received above the normal average level, to raise wages. As a result, entrepreneurs are able to direct it to expand and modernize production, which certainly contributes to accelerating scientific and technological progress and strengthening the competitiveness of these firms.

In the countries of Eastern Europe, there is currently a tendency to restructure tariff systems. Its essence lies in the fact that these countries have gradually moved to unified tariff grids with the inclusion of leaders, specialists, employees and workers in their composition. A characteristic feature of the construction of schemes for the salaries of managers and specialists in these uniform grids is that instead of "forks" in the salaries of this category of workers fixed minimum salaries are established.

In Hungary and Bulgaria, these salaries are determined with a centrally set minimum wage, calculated on the basis of the consumer budget. The establishment of specific amounts of official salaries is based on the results of the work of the enterprise and each manager and specialist separately. In Hungary, the salary scheme is the same for all categories of workers and employees. In the scheme there are two factors regulating the level of salary: 5 trainee groups and 4 qualification categories. The presence of trainee groups gives specialists a certain guarantee of wage growth, and qualification categories stimulate the growth of skills and professional skills. Real wages are managed by the state through changes in minimum official salaries and price policy. The minimum wage increases, depending on the increase in the subsistence minimum.

In Bulgaria, for a payment of work of heads and experts the uniform qualifying scale is applied where 6 levels of the minimum official salaries are defined. In assessing the complexity of labor, the following is taken into account: professional education, experience, the degree of creativity and initiative, requirements for the timing of work. An assessment of the level of responsibility for the work performed was also introduced. For professionals it is the responsibility for making decisions, external contacts.

In Poland, the organization of wages for all categories of workers is based on a system based on a universal analytical scoring method of labor evaluation. It is intended to be used as a methodological basis for building tariff-qualifying directories and contains a system of evaluation factors and analytical keys to them. When using this method, the results of the scores are linked to the wage rates. Awarding managers and specialists in foreign countries of Eastern Europe can be considered a promising direction to improve the material incentives for their creative impact and initiative. In most of these countries, the size of premiums is not regulated (usually, only bonuses for the year are regulated). With regard to the specific order of material incentives for specialists, for example, in Bulgaria there is a noteworthy approach to stimulating specialists for the introduction of scientific and technical progress. Stimulation is carried out depending on the received economic effect in accordance with a specially developed scale that differentiates the magnitude of the effect and deductions from the additional profit obtained through the implementation of the achievements of the scientific and technical progress. As the analysis shows, in all countries with developed market economies, leading engineering personnel are the object of increased demand. And the firm pays special attention to attracting young professionals armed with the latest knowledge, not burdened with the experience of standard solutions. For this purpose, a form of incentive is used, such as pre-payment, which is paid monthly to those students whom the firm itself selects, starting from the 2-3 courses of instruction and monitors their formation as specialists.

At the same time, the amount of payments during the training period is equal to the minimum wage. For the same purposes, a high starting salary is applied to certain US firms for young professionals entering the workforce. This allows entrepreneurs to very intensively employ the work of young professionals without raising their salaries for a long period of time. Currently, in countries with developed market economies, the system of incentivizing employees through their participation in the distribution of profits is becoming increasingly widespread. So, if in the 1980s only 8,000 firms used profit sharing systems in the US, by the mid-1990s their number had reached 186,000, in the early 2000s it had increased to 350,000 firms (26% of all firms with a number of employed over 50 people).

At many firms, a pension program is implemented in profits. Each year, the employer contributes a contribution to the employee's account, the amount of which varies depending on the firm's profit (in an unfavorable year the contribution may not be made at all).

There is a rapid spread of one more type of programs that allow to abandon the fixed costs for remuneration of employees and, thanks to the use of a variable fund, to react quickly to economic changes. This is the employee share allocation program (PPAS), which becomes the largest collective holder of shares in its firm.

Profit sharing systems have two indisputable advantages. First, - and this is proven by practice - they interest the worker in productive work and the profitability of the enterprise in which he works. For present-day conditions in Ukraine, profit sharing is also useful in that it unequivocally demonstrates the immutable truth: society lives the way it works, and every worker can feel it on himself. Secondly, profit sharing creates some favorable macroeconomic effects: for example, in a downturn, it can mitigate to some extent the situation of dismissal and reduce the level of inflation. The introduction of a system of participation in the profits in the economy of Ukraine is likely to improve the situation somewhat, but, naturally, it will not become a panacea for all its diseases.

Consideration of foreign experience in the field of labor remuneration will not be complete without studying the experience of combining material incentives with various systems of social payments and benefits carried out at the enterprise level and forming special social funds. The need to create these funds is obvious: with the help of payments from these funds, there is some improvement in the living conditions of the cumulative employee, the working capacity of the medium and high-skilled labor force is prolonged, the vocational qualification and sectoral structure of the workforce is being improved, and the turnover of staff is reduced. In addition, the financial situation of employees is improving. By providing them with broader opportunities for qualification growth, increasing their interest in securing certain enterprises, social funds actively influence the reproduction of a new skilled labor force, as well as its distribution and redistribution. Wage systems used in different countries are highly specific, sometimes mutually exclusive, because they are based on different economic, political, ethnic and ethnic backgrounds. It is practically impossible to transfer Western systems of labor remuneration mechanically to the existing conditions of Ukrainian enterprises. A transition period is required, during which the organizational and technical conditions of enterprises would be approximated to the international norms of modern production activity.

At the same time, the use of individual elements of material incentives in countries with developed market economies, as well as their experience in solving wage regulation problems, is of great importance in improving the organization of remuneration for workers of enterprises and organizations of Ukraine in the period of the emergence of a socially oriented market economy. To improve the standardization of labor at the enterprises of Ukraine, when they enter the market economy, it will be necessary to create a qualitatively new regulatory framework. To this end, a corresponding scientific and methodical basis is needed, development of a number of problematic issues, including the development of methods for the socioeconomic optimization of labor standards that ensure their integrated justification depending on specific production conditions (selection of rational operating modes and equipment loading, regulations, methods and methods of work, busy STI artist active job, sex and age and psychophysiological constraints et al.), creating methodological framework estimate the amount and the quality of work and methods to establish rules based workflows modeling, etc.

Given that these issues are largely theoretical and prospective, and their solution will not be able to individual enterprises, it is necessary at the level of the state to develop long-term comprehensive programs to improve the standardization of labor in the national economy, providing for scientific research in this field.

Due to the fact that in the conditions of market relations many issues of labor payment are solved directly at enterprises, it is extremely important to provide them with scientifically grounded methods of designing the basic elements and parameters of the organization of wages. The transition to a market economy does not mean that it is necessary to completely abandon the previously used effective wage systems in specific production conditions, but involves the use of a wide range of new, more progressive forms and methods of organizing labor remuneration at Ukrainian enterprises in a market economy.

The analysis of the work of Ukrainian enterprises made it possible to identify and study the existing experience of applying the system of labor motivation.

To ensure effective remuneration for labor and containment of inflationary processes in Ukraine, state and contractual regulation of labor remuneration is provided. In most countries with developed market economies, as in Ukraine, the process of reducing the proportion of workers working on a piece-rate wage system has begun, and it is still ongoing. The system of qualification categories existing in the activity of Ukrainian enterprises is too narrow and limited in the ability to respond to successes of individual workers and reflects only a certain level of their qualifications. For a successful solution of economic reforms in Ukraine, a radical reform of labor remuneration is necessary, as a result of which a rational system of material incentives for workers must be formed, directly contributing to raising production efficiency, increasing labor productivity, and reducing production costs.

The need for this reform in the current conditions for the development of a market economy determines the relevance of the subjects of the issues raised in the scientific article. An important element of the labor motivation system operating at industrial enterprises in Ukraine is the material encouragement of personnel for the achievement of certain quantitative and qualitative indicators of the production activity of the enterprise collective as a whole, its separate subdivision with subsequent personal distribution.

Assessing the foreign practice of state intervention in the organization of labor remuneration, we can say that it has a social rather than an economic nature. Here, the main function of the state is to ensure a minimum level of income for the population, for which the relevant tax policy is implemented with the help of state acts, minimum wages are set, entrepreneurs are obliged to adjust it (indexed) in connection with the increase in prices.

The study of the experience of improving the system of personnel management of enterprises in countries with developed market economies and in Eastern Europe showed that the following strategic imperatives of personnel management as the basis for the development of the municipal sphere of the city can be singled out. creation of conditions for the formation of a mechanism for regulating wages through the labor market; state regulation and collective agreements; use as a measure of social protection in the field of labor remuneration state regulation of the minimum wage determined on the basis of the minimum consumer budget, indexation of wages as the cost of living increases; ensuring the full independence of enterprises and organizations in the organization of remuneration of workers; preservation of the tariff system in the form of unified tariff rates as the basis for organizing the payment of labor in the conditions of the labor market; orientation on the individualization of payment for the creative labor of workers, wide application to enhance their material interest in the high final results of firms, the system of employee participation in the distribution of profits. in the country there is an urgent need to develop strategic imperatives for the management of the company's personnel with a view to developing the communal sphere, taking into account the experience of the economically developed countries of the world. This experience is useful in that it will help to intensify the search for new imperatives of personnel management at Ukrainian enterprises. an important direction of improving the system of personnel management is the generalization of the use of the experience of the developed countries of the world with a market economy; In connection with this, the need to develop and introduce modern scientific provisions on the main strategic imperatives of the management of enterprise personnel in the conditions of development of the communal sphere of the city is growing.

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