Motivational component in labor process plays not the least role. Management theory notes that a lack of motivation among employees can lead to the following negative trends:

1. Poor quality work and frequent defects.
2. Long-term and frequent disruptions in the production process.
3. Low professional level of staff.
4. Lack of initiative from employees.
5. Unsatisfactory morally psychological climate a team.
6. Excessively high staff turnover.
7. Low level of executive discipline.
8. High conflict levels both between the manager and subordinates, and between the employees themselves.
9. Negative and negligent attitude towards work.
10. Organizational confusion.
11. Low level interpersonal communications.
12. Reluctance of employees to improve their skills and improve their work.
13. The management's activities are assessed negatively by the staff.
14. Dissatisfaction with the work of employees.
15. Low effectiveness of managers' influence on subordinates.

There are several steps to getting employees interested in the success of the common enterprise and the prosperous future of the organization. And here, as they say, managers “play” on the motivation of employees, depending on the level of development of imagination: some get by with being paid on time wages and social package, others promise mountains of gold and rapid career growth in the very near future, others do not stop there and try to recreate the atmosphere of daily celebration and fun in the workplace. Of course, all of the above can give a certain result, increase motivation and smooth out conflict situation, but without systematic approach there is no way to get by here. Motivating employees is a delicate matter, and here it is important to remember the following possible difficulties:

Motives are formed in the process of individual development. It is necessary to find out on the basis of what opportunities and activating influences of the environment individual differences in motives arise, and also to find out the possibilities of changing the motives of employees through targeted management intervention. In this case, we are dealing with the problem of the development and change of motives.

The activity is motivated, that is, it is aimed at achieving the goal of the motive, but it should not be confused with motivation. Activity consists of individual functional components - perception, thinking, learning, reproduction of knowledge, speech or motor activity, and they have their own stock of capabilities (skills, skills, knowledge) accumulated over the course of life. How and in what direction the various functional abilities of employees will be used depends on motivation. Motivation also explains the choice between different possible actions, between different options of perception and possible contents of thinking, in addition, it explains the intensity and persistence in carrying out the chosen action and achieving its results. In this case, we are faced with the problem of the diversity of influences of motivation on observed behavior and its results.

People differ in individual manifestations (character, temperament, willpower, and so on) of certain motives. Different people may have different hierarchies of motives. In any case, every leader must face the problem of measuring motives.

A person’s behavior at a certain point in time is motivated not by any or all of his possible motives, but by that of the highest motives in the hierarchy (i.e., the strongest), which, under given conditions, is most closely related to the prospect of achieving the corresponding goal state (performing work) or, conversely, the achievement of which is called into question (failure to complete the work). Such a motive is activated, that is, it becomes effective. In this case, we are faced with the problem of updating the motive, that is, with the problem of identifying situational conditions leading to such updating.

The motive remains effective until either the final goal of the event is achieved, or the individual approaches it as far as the conditions of the situation allow, or the changed conditions of the situation make another motive more pressing, as a result of which the latter is activated and becomes dominant.

The action, like the motive, is often interrupted before the desired state is achieved or breaks up into parts scattered over time; in the latter case, it usually resumes after a certain time. Here we are faced with the problem of isolating parts of action in the flow of behavior, i.e., with the problem of changing motivation, resumption or aftereffect of motivation that has already taken place.

Psychological tests and other psychodiagnostic methods will help the HR manager determine the true motivations of employees. For example, Abraham Maslow's pyramid of needs systematizes material and non-material incentives in motivation, and also diagnoses motivation.

To build a successful labor incentive system, it is necessary to diagnose motives in professional activities. In addition to questionnaires on the expression of the main motives of professional activity, it is customary to diagnose employees on the motivation to achieve success / avoid failure, on the orientation of the individual.

There is also D. McClelland’s concept of motivation, according to which three groups of needs can be distinguished: the need for power, the need for success, and the need for belonging.

In addition, achievement motivation is characterized by constant revision of goals. If you look at the sequence of actions, the importance of constantly reviewing goals over time becomes obvious, since the chain of actions may be interrupted for hours, days, weeks, months or even years. Another characteristic of achievement motivation is the constant return to an interrupted task, to something previously abandoned, the resumption of the main focus of actions. Thus, complex and for a long time existing structures of the main, secondary and their constituent activities, which lead through the achievement of a series of secondary ones to the main one, even if very distant (market conquest). Planning becomes necessary to achieve an orderly sequence and functional organization of the chain of actions.

Thus, the organization must have: stable and timely financial incentives and systematic salary increases in accordance with the results of work and the level of qualifications of employees; regular (not too frequent) change of guidelines, priorities and goals (from smaller to larger) of the team; encouraging improvement of skills and qualifications of workers; taking into account the individual characteristics of employee motivation; recreating workplace conditions conducive to increased motivation; providing opportunities for self-development and professionalism; providing initiative in innovating and improving ways to solve complex individual and team problems; independence and autonomy of employees (within reasonable limits, of course); respect for the personality of employees; stimulating employees to search for new, promising ideas to improve the organization’s activities and material (moral) encouragement of creativity in the workplace.

http://www.psycho.ru/biblio/hr/motivation/motivaciya_sotrudnikov.html

Methods of reward: money, approval, action, reward with free time, mutual understanding and interest in the employee, promotion and personal growth, providing independence and favorite work, prizes.

The issue of financial incentives for modern stage- one of the main means of motivation. To form an effective system of labor motivation, an HR manager needs to diagnose the motives for the professional activities of employees.

Changing personnel creates problems for companies. A number of companies manage to bring personnel rotation under control. Often new employees leave the company without having time to work out the investment they made. Losses from turnover can be reduced if you take control of it.

A sign of an employee’s imminent professional crisis is increased irritability. The reasons for this are hidden in internal tension: dissatisfaction with oneself or others, creative stagnation, internal conflicts that a person, as a rule, is not aware of.

Part 1. Management in the hospitality industry

Chapter 4. Personnel management

4.3. Workforce motivation

In any organization, especially in the labor-intensive hospitality industry, it is very important to pay due attention to staff motivation, which provides insight into the direction and persistence of the staff. And the level of work performance is determined not only by the abilities of the staff, but also by their motivation to apply their abilities and fully realize their potential. Motivation, in turn, is aimed at meeting the requirements and expectations of employees.

The expectations and requirements of employees are usually divided into groups, namely: economic reward (wages, material incentives, ensuring labor safety, respect for workers’ rights, etc.), internal job satisfaction (interest in work, variety, sense of involvement, opportunity for further growth and etc.) and social relationships (environment, mutual support, membership in a particular group, status, social support, etc.).

In the hospitality industry, where the economic level of incentives is not that great for most staff, the importance of other factors naturally increases. If the factor of internal satisfaction depends on the type of work or on its individual parts, and motivation is highly personalized and difficult to generalize, then the role of social relationships is very important, on which the creation of a good team and healthy working relationships in the team depends, which in turn play a decisive role in the level of service. Therefore, in the industry, every employee tries to achieve some kind of balance between all these factors, depending on the situation.

Typically, motivation depends on job satisfaction, which in turn depends on various factors (social, cultural, organizational, etc.). Job satisfaction as a state of awareness by an employee of some achievements (quantitative or qualitative) can motivate him to achieve greater productivity, and motivation is a process through which job satisfaction can be achieved. However, they should not be identified.

Historically, all motivational approaches have been based on the simple satisfaction of economic needs work force and increasing labor productivity. Today the emphasis is more on satisfaction social needs employee than on simple material remuneration. This is the subject of most modern theories of labor motivation, which are widely represented in any textbook on personnel management.

In the hospitality industry, unlike other fields of activity, employees of organizations are strongly attached to their jobs and live by their work, however, some types of work in the industry are routine in nature and are performed in difficult conditions. Nevertheless, the hospitality industry as a whole has great potential for job satisfaction workers. Many jobs involve direct contact with customers and require creativity, and employees have direct and frequent contact with their supervisors unlike other jobs. One of the many examples of a creative approach to human resource management, according to Richard Hodgetts, an American professor at Florida International University, and Fred Luthans, a professor at the University of Nebraska-Lincoln, is the use of a team of workers with the authority to make all decisions in the area of ​​their own work. For example, employees of the world famous Ritz-Carlton Hotel chain can independently spend $1,000 on expenses related to customer service.

American scientists Pavesik and Brumer conducted a study involving 442 graduates from 11 American colleges preparing managers for the hospitality industry, the purpose of which was to determine the role of job requirements and career advancement in job satisfaction Questions regarding the reasons for satisfaction and dissatisfaction with work in the industry hospitality, were collected in five and six groups, respectively.

The most common job satisfaction response was direct job involvement. Next came relationships with other employees; the nature of the environment (including opportunities for growth and advancement); quick and strong steps forward; benefit, travel and prestige respectively. Women gave the greatest preference to the second group of factors, in contrast to men, who gave preference to the first group of questions. The most common reason for job dissatisfaction among respondents was the length of work, as well as working hours at night and during holidays. Next came low wages; stress at work, demands from bosses and responsibilities, lack of free time, standard of living; routine nature of work, lack of opportunities for advancement, little recognition of their role; company policy and management; staff reductions, lack of labor motivation, respectively. Here, women were more dissatisfied with management, and men, as well as women, were most dissatisfied with low wages and working hours.

Satisfying both the individual and social needs of workers can be achieved through the restructuring and reorganization of work using two interrelated approaches. The first is the restructuring of individual work, and the second is related to changes in the organizational context.

The main methods of restructuring individual labor are rotation (movement of employees from one place of work to another, from one department to another to gain certain work experience in different services), expansion (horizontal increase in the range of work performed and tasks of personnel using a combination of several interconnected jobs at the same level) and job enrichment (vertical expansion by increasing responsibilities and opportunities for further development, aiming employees at greater autonomy in planning and performing their functions).

The first method helps hospitality businesses employ more flexible staffing and reduce differences in positions. For example, rotating workers in a hotel, say from the lodging department to the restaurant, helps workers gain a thorough understanding of the overall operation of the hotel and provides a sense of variety in the job, preventing unwanted monotony.

Job enhancement is not a very popular activity among staff in hospitality organizations due to the fact that it fails to provide sufficient levels of intrinsic job satisfaction and adequately develop workers' job skills. The latter see it as a hidden increase in responsibilities and tasks, as well as a reason for increasing routine. This is all noticeable, for example, when expanding the powers of waiters when serving various events in the hotel. If previously the services they provided could be part of the service for individual restaurant visitors, now they are obliged to provide full service not even to one visitor, but to a separate small group of event participants.

The latter method allows employees to provide comprehensive service through their direct contact with customers, reducing the role of management interference in their work. For example, some hotel chains have implemented a corresponding system for maids. The management in this system conducts a trial test of their work.

The use of all these methods can be effective and useful if they are applied systematically and not chaotically.

The organizational change approach focuses on the effective use of human resources, skill development and organizational functions, using mainly the methods of so-called autonomous work groups (small groups of employees who are required to independently organize and regulate their work, but have a large degree of freedom of action and choice, for example, providing a work area, i.e., a certain number of rooms for cleaning to a group of maids who are responsible for their area, and within the group they themselves share responsibilities), the management style is also of considerable importance here (ensuring an atmosphere of trust from the outside). managers and active involvement of personnel in the decision-making process, especially in matters related to remuneration, incentive methods, working conditions, etc.).

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Kiseleva Olga Vladimirovna. Motivation for the development of qualitative characteristics of the workforce in a transformational economy: Dis. ...cand. econ. Sciences: 08.00.01: Kazan, 2001 159 p. RSL OD, 61:02-8/418-6

Introduction

1. Theoretical and methodological foundations of labor quality research 11

1.2. Labor quality structure 29

1.3. Labor quality factors 56

2. Motivational mechanism for developing the quality of the workforce 71

2.1. Qualitative characteristics of the workforce and their transformation in new economic conditions 71

2.2. Labor motivation and its impact on the quality of the workforce 102

2.3. The relationship between the quality of labor and the quality of labor 122

Conclusion 140

Applications 143

Literature 149

Introduction to the work

Relevance of the research topic. In the context of the transition to market relations, the understanding of many economic processes and phenomena is transformed. It is obvious that today, more than ever, among the most important problems of economic reform, the quality of labor and the fullest implementation of the human factor through the latter should be highlighted, since the importance of the place and role of the worker in relation to equipment and technology seems to prevail. The set of qualities of an employee that makes him a subject labor relations, can be defined as a qualitative characteristic of an employee. Not only the efficiency of the enterprise, but also the fate of reforms as a whole largely depends on how fully the creative and intellectual potential is revealed. People, their experience and knowledge are a decisive prerequisite for the formation of a company's survival strategy in harsh market conditions. This trend becomes more stable as the economy transitions from an industrial to an information level of development, where the qualitative characteristics of the workforce are a priority component of business.

The current stage of development reflects the process of transformation of individual human qualities into the real productive force of society, when the further evolution of the means of production and the technologies used becomes possible subject to the realization of the creative potential of workers. In turn, it can be implemented in the presence of specified properties, which determine both the quality of the workforce and the tendency towards its permanent development.

Obviously, the reliance on technocracy turned out to be untenable; underestimation of the importance of the human factor led to a decrease in the quality of labor and products. On the contrary, the technological breakthrough has led to changes in the demands placed on the workforce. The development of man himself during the scientific and technological revolution acquired new features, forming a different

the topic of values ​​and needs, with an adequate motivational mechanism, where the totality of motives determines not so much the decision to “work or not work”, but how to implement it, which makes the transition to anthropocentrism natural.

Significant transformations in production relations, primarily in property relations, determine the transformation of the qualitative characteristics of the labor force. Of significant interest in the light of this issue are the processes of formation and development of new properties of the labor force employed in Russian market labor, where one of the main ones is the motivation for its development in the conditions of a reformed economy. High quality of the workforce cannot be an end in itself; it is significant as a condition and prerequisite for implementation. High Quality labor, which together determined the relevance of the research being carried out.

Large-scale transformation recent years found their ambiguous expression in changes in labor relations. Transformations in this area, the development of qualitative characteristics of the workforce, and improving the quality of labor on this basis are one of the main conditions for the effectiveness of reforms.

Degree of knowledge. Theoretical and methodological studies of the fundamentals of the concept of labor quality were carried out much earlier than studies that focused on the qualitative characteristics of the workforce. Already in the works of the classics of economic science W. Petti, A. Smith, D. Ricardo, J. St. Mill, K. Marx, there are separate references to the quality of labor, as a rule, within the framework of the theory of labor value.

IN Soviet period Since the 1930s, the problem of labor quality has been the subject of extensive scientific debate, the intensity of which has varied significantly. First, distribution concepts were formed, which is natural, since the quality of labor was studied in connection with the need to solve the problem of socially fair distribution (A. Aganbegyan, A. Weiher, J. Gomberg, E. Kapustin, K. Kurovsky, E. Lutokhina, etc.)

Later, by the 80s, when the production motive began to sound more convincing, and the quality of labor began to be interpreted as a general economic category determined by the prevailing production relations, the concepts of the unity of productive forces and production relations emerged (A. Akhmeduev, B. Belkin, E. Evseenko, I .Korogodin).

The systematic approach contributed to the formulation and understanding of new problems. An analysis of factors influencing the quality of labor from outside showed that the determinant of external influence on it is the quality of the workforce. The independent “life” of this category began in the 70-80s. An explanation for this can be given, knowing that the previous period of development was marked by the leveling of the human role, the recognition of its secondary, derivative nature.

It was during this period that issues of improving the quality of the workforce began to be actively developed. A. Avtonomov, A. Anchishkin, E. Belkin, B. Breev, I. Bushmarin, Yu. Vasilchuk, E. Vilkhovchenko, N. Gauzner, N. Gvozdeva, V. Goylo, E. Gromov made a great contribution to their solution. Yu. Dmitriev, A. Dobrynin, R. Kapelyushnikov, M. Kirpichnikov, V. Martsinkevich, P. Oldak, M. Skarzhinsky, L. Spector, V. Supyan.

A significant contribution to the development of these problems was made by representatives of the Kazan scientific school F. Khamidullin, R. Nugaev, K. Azizov, R. Mazitova, E. Smirnova.

Main Categories Subjected by These Scientists detailed analysis with one or another specificity depending on the purpose of the study - “labor resources”, “ labor potential", "personal factor", "human factor".

But despite the multiplicity of studies, a unified understanding of their content has not been developed; a wide pluralism of opinions is observed.

The development of qualitative characteristics of employees is a controversial process. It is not given automatically, a priori, and requires regulation by many entities - the state, the company, the person himself. A multifactorial, complexly structured impact on an employee consisting of several levels takes the form of motivation, without studying and knowing which it is extremely difficult to obtain the expected economic effect.

Foreign scientists have made a certain contribution to the study of work motivation systems. These are W. Alderfer, F. Herzberg, D. McGregor, A. Maslow, F. Taylor, G. Ford. Each of them was the author of original theories.

In our country, these questions were also the subject of scientific research, but did not have wide practical application. The most famous were the concepts of L.S. Vygotsky and B.N. Sukharevsky.

It is obvious that, by professionally using the rich theoretical and empirical experience of motivational influence on the development of the individual, it is possible to solve one of the key tasks of the current stage of reforms - changing the quality of work, which will be reflected in an increase in complexity and intensity, materializing in an increase in labor productivity, production efficiency, product quality, resource saving, etc.

In domestic economic science, insufficient attention has been paid to a systematic analysis of the quality of labor and the quality of the workforce, and works devoted to them mutual influence through motivational influence practically none. Scientific and practical significance, the unresolved problem of motivation for developing the quality of the workforce in a transition economy determined the choice of the research topic. Purpose and objectives of the study. The purpose of the dissertation work is:

Analysis of motivation for developing the quality of the workforce and its research
from new methodological positions;

Identifying the mutual influence of labor quality and labor quality.
In accordance with the stated goal, the following tasks are set:

to reveal and justify the essence of the category “quality of labor”, for which to identify its nature, content and functions;

analyze the structure of labor quality, characterize its constituent features;

highlight a set of scientific, technical, socio-economic, organizational factors that have an exogenous influence on the quality of labor;

explore the structure and content of the category “labor quality”, justify its author’s definition based on an analysis of the elements that make it up;

carry out an analysis of the motivational sphere of the employee as one of the system-forming elements of the quality of the workforce, identify the levels external influence on its formation and determine the role of the person himself in this process;

explore the vector of interaction between elements of labor quality and labor quality, trace how possible variable constructs formed from these elements influence the achievement of final results;

identify contradictions in the post-Soviet economy, the presence of which objectively counteracts the solution to the problem of improving the quality of labor.

Subject of study- economic relations regarding the formation of a labor force of a new quality, adequate to modern conditions.

Object of study is the process of interaction between the quality of the workforce and the quality of labor through the motivational impact on its development.

Theoretical and methodological basis The dissertation was based on the works and practical developments of domestic and foreign scientists on issues of the quality of labor and workforce, and the motivational impact on the development of the latter. It should be especially emphasized that the studied works of domestic economists, starting with 60s years, contain constructive elements that do not lose their significance and are the basis for further research, but from new methodological positions. The empirical part of the work is provided by the use of materials from statistical collections of the Russian Federation and the Republic of Tatarstan, materials from periodicals, a questionnaire survey of employees of structural divisions of OAO Tatneft, conducted by the author in the process of sociological research.

The work used methods of systemic, structural, comparative, statistical, dialectical analysis, as well as the method of structural levels, and identified existing cause-and-effect relationships.

Scientific novelty. One of the new areas of research into the motivational sphere of the individual as a link between the quality of the workforce and the quality of labor is substantiated and presented, and its features in a transformational economy are identified and argued.

The most significant results obtained by the author in the process of work are as follows:

given its own interpretation of the economic category “quality of labor” in relation to market relations, where it acts as an indicator of the development of the labor force and is derived from the nature and content of labor;

the structure of labor quality was analyzed, highlighting birth characteristics(difficulty and intensity); among the factors influencing

on it, the determining ones are indicated - the quality of the workforce and motivational management;

the author's interpretation of the category “quality of labor force” is substantiated with an analysis of its constituent elements - qualifications, education, mobility, adaptive abilities, economic culture and the motivational sphere of the individual;

the concept of the motivational sphere as a system-forming element of the quality of the workforce is substantiated; the process of its formation is hypothetically presented as a result of diffusion external impact on employee motivation, which has a three-level structure (the first level is a set of historical, cultural, geographical factors; the second is the development of material production and production relations that determine the quality of the workforce; the third is intra-company motivational management) and internal, personal activity of a person, the result of which is an individual combination of motives of the corresponding hierarchy; the concept of historical-genetic motivation is introduced;

the possibility of using existing theories of motivation for developing the quality of the workforce and the practical experience of foreign countries in a reformed economy has been proven, taking into account Russian specifics;

specific contradictions between the level of qualifications and the complexity of the work performed, between the high level of needs and the low ability to satisfy them, between the general and the specific in the implementation of market transformations, which have a noticeable impact on the process of interaction between the quality of labor and the quality of labor, have been identified and investigated, justified and proposed possible options their permissions.

Practical significance of the work. Theoretical principles and results of the dissertation research can be used in teaching

courses: “Economic Theory”, “Economics and Sociology of Labor”, “Personnel Management”, “Theory of the Labor Market”, as well as in the research work of the relevant departments of universities; leaders personnel services enterprises to develop a development strategy labor resources and motivating their further qualitative development, determining an effective wage policy that reflects the quality component of the workforce.

The conclusions drawn in the work were confirmed during a sociological study conducted by the author in structural divisions OAO Tatneft, and found their practical implementation in the development of measures to form the internal labor market of OAO Tatneft and bring the labor force employed there to an optimal level of quality.

Approbation of work. The results obtained during the research process were tested at the International Scientific and Practical Conference “Personnel Policy in a Transformed Economy” (1999, Naberezhnye Chelny); at the II Regional Scientific and Practical Seminar “Socio-economic realities and prospects for the development of the oil business in the South-East of Tatarstan” (2000, Almetyevsk); at the scientific and technical conference “AlNI-2000” (2001, Almetyevsk); at the Scientific and Methodological Conference “Improving Teaching in Higher Education” (2001, Kazan); at the All-Russian Scientific and Technical Conference " Big Oil: realities, problems, prospects" (2001, Almetyevsk) Based on the results of research, 10 printed works were published.

Structure of the dissertation. The work consists of an introduction, two chapters containing six paragraphs, a conclusion, contains two diagrams, six appendices, a bibliography, including 175 titles, presented on 159 pages of typewritten text.

Labor quality as an economic category

The beginning of studying the problem of labor quality has its roots in classical economics. Separate elements of the doctrine of the quality of labor are contained in the works of W. Petty1, A. Smith2, D. Ricardo3, J.St. Millya. Even then, the idea of ​​labor reduction was put forward, but the study of its quality became part of the analysis of a more complex and large-scale problem of the cost of goods. K. Marx paid sufficient attention to the development of the theory of labor quality. He did not study these issues separately, but in “Capital”, when analyzing the production process, some provisions of the theory of labor quality were revealed. He wrote: “Labor also has qualitative differences, not only because it is done in various industries production, but also in terms of greater or lesser intensity, etc.”

Labor is the purposeful activity of people aimed at creating material and spiritual benefits, services necessary for the life and development of society. This definition is one of the most common and long-existing, but not outdated, but modern definitions repeat it in its essence, where labor is mental and physical effort realized by people in the process economic activity. Quality as a philosophical category is a set of essential features, characteristics, and aspects of a phenomenon that make it exactly this phenomenon, that which distinguishes it from other phenomena. Disappears with a change in quality this phenomenon and a completely new one arises, without these features that make up the essence of the phenomenon, i.e. without quality, a phenomenon ceases to be itself, i.e. the philosophical concept of quality cannot contain assessments of some phenomenon, but it speaks of its essence, and the definition of labor presented above is probably its quality in the philosophical understanding.

The Universal Business Dictionary gives a less abstract, applied understanding of quality in the economic aspect: “The set of properties, characteristics of products, materials, goods and services, works, labor that determine their ability to satisfy the needs and demands of people, meet their purpose and requirements. This measure of compliance is determined on the basis of standards, agreements, contracts, and consumer requests.”

As for attempts to integrate the concepts of “labor” and “quality” into a holistic category, we have to admit that domestic economists have not yet been able to determine a consolidated position on this matter, and there are no clear, unambiguous definitions of this category, and, as a natural consequence, there are enough a wide range of approaches to presenting the quality of work. The reason seems to be that, of course, each of the authors is right in his own way, and the properties of the quality of work determined by them take place, but each of them was analyzed by the authors in isolation from the others, such one-sidedness simplified the problem, while in in the real labor process, all properties are interconnected, interact, and form a complex system. The formulation of problems related to the quality of labor in the domestic economic literature has a relatively recent, but rather rich and controversial history. In the 20s, there were several directions on this issue, since the issues of labor theory and its quality were very pressing. The most widely used concept is “compounded labor,” where the complexity of labor is interpreted as the totality of the worker’s own costs in obtaining education and qualifications, the efforts of teachers in this process, as well as a certain amount of past labor contained in the means of production necessary to acquire education. 8 One can agree with such a statement, but it is also obvious that it is completely unjustified to reduce quality factors only to professional training, which, of course, simplifies and unjustifiably simplifies this complex category and gives rise to a lot of counter questions.

In the 30s, the quantitative approach in assessing what was happening became predominant, and the problem of quality was analyzed less and less, although it was still brought up for discussion, but more often in connection with consideration of issues of fair distribution of the created product. This approach becomes the only possible one for a long time. “It should be noted that the significance of the growing well-being of the masses... will be greater the better we are able to build a distribution system, making the measure of consumption directly dependent on the measure of labor, on the quality and quantity of labor.”

Labor quality structure

An analysis of the quality of labor will be incomplete without a study of the structure of this economic category, and first it is necessary to define the very concept of structure. Structure is a set of stable connections of an object that ensure the preservation of its basic properties during various external and internal changes; the main characteristic of the system, its invariant aspect.37 From this it follows that of great interest is not only the study of the elements of the quality of labor and its essence, but rather the identification of combinations of their interaction and interrelationships, which will allow us to discover completely new properties acquired by the system due to the presence of this variability. Any economic phenomenon, category or system is not fixed and immobile, they are quite dynamic and rapidly changing, so it should be logical to consider the totality of factors that have an external impact on the movement and self-development of the system. Most often, when studying the quality of work, they mention elements, signs, properties of the category and factors that influence it from the outside. Let's start the analysis with the internal structure of the quality of labor, and here most economists agree that it consists of elements of the quality of living and embodied labor. The quality of labor is determined by the quality of the labor force and other elements that make up the labor process. It is also obvious that priority is given to the quality of living labor, since it is this that determines the level of development of the means of production, the functioning of which, together with it, living labor, determines the level and quality of consumption in society. It is also true that the level of development of material factors of production has a significant inverse effect on the work of the person himself. The process of their interaction has specific features and patterns, suggesting some rapid development of the qualitative characteristics of the labor force in comparison with the development of materialized labor. Further, in the structure of the quality of labor, they distinguish what some economists define as signs, others as elements, and still others use the terms “elements” and “signs” as synonyms. It's about about the complexity of labor, which all economists, and in this they are unanimous, put in first place in terms of importance, and the significance of the complexity of labor as a priority in the analysis is not disputed by anyone. For example, L.Ya. Spektor presents the complexity of labor as a combination of several elements, and among them is the content of production and technological problems, and methods for solving them; combination, interrelation, degree of constancy of labor operations, frequency of their turnover, etc. The complexity of labor can be considered as a feature, the presence of which makes it possible to differentiate labor not only within one particular type. In addition, it seems to us a completely legitimate position, according to which the complexity of labor characterizes the manifestation of labor power in dynamics, the process of its functioning, and is also a derivative of the level of development of the labor force, which at each moment in time is given for a separate labor act. The complexity of labor, being the main sign of its qualitative certainty and a significant element of the structure, itself has a rather complex structure. In accordance with regulatory documents, there are several groups of factors that are crucial in the process of assessing the complexity of work. 1. technological factors of complexity: - complexity of management (maintenance, use) of tools; - complexity of objects of labor; - complexity of technological processes. 2. organizational complexity factors: - breadth of the complex of operations performed; - the degree of independence of the worker in the process of performing work. 3. liability: - material (for possible material damage during the execution of work);

Qualitative characteristics of the workforce and their transformation in new economic conditions

In connection with the transition of the domestic economy to market relations, the understanding of the role of man in it is being transformed; its importance is seen to prevail relative to the place of equipment and technology in the production process. It is people, their experience and knowledge that are the decisive prerequisite for the formation of a company’s survival strategy in harsh market conditions. This trend is becoming clearer as society moves along the path of transition from the industrial to the information level of its development, where the qualifications of the personnel used are a priority component of business.

For the first time in history, productive forces are reaching a level of development at which their evolution becomes possible only under conditions of creative activity of the majority of workers. Entirely new demands are being placed on the workforce. There is an active connection between the labor force and jobs, which is accompanied by inclusion in innovation process creative potential of workers, training and retraining of personnel, solving problems of social protection.

Currently, the process of transformation of individual qualities that characterize a person in all his guises into the real productive force of society is becoming obvious, which serves as the theoretical basis for the emergence and rapid development of theories of “humanization,” “subjectivization,” and “humanization” of production.

In stable Western societies last decades the main emphasis is on the formation, development and use of highly qualified personnel, who are characterized by a healthy physiological substance and professional qualifications.

An individual, creative, non-standard approach to solving assigned problems is no less valued, since the “liberation” of a person from the rigid framework of formalized discipline results in an increase in efficiency in the performance of functional duties, which is actually manifested in an increase in production efficiency.

The subject of analysis of this part of the work will be the labor force and its qualitative characteristics, but before we begin the study, it is necessary to determine the terminology used, since domestic economists operated with a fairly extensive set of categories that are essentially similar to each other. These are “labor force”, “labor resources”, “labor potential”, “human factor”, “personnel of the organization” and others.

It is logical and natural that in domestic economic science, the methodological basis of which was Marxism, the category “labor force” was initially more widespread and it was defined in content by the well-known interpretation of K. Marx: “Under labor force, or the ability to work, we understand the totality of physical and spiritual abilities that the organism, the living personality of a person, has, and which it puts into action whenever it produces any use value.”

It is obvious that the position expressed by K. Marx reflected the realities of his contemporary world, since the duration of an individual’s professional activity coincided with the service life of the means of production, their obsolescence occurred very slowly. Therefore, the knowledge, abilities, skills acquired at the beginning of an active working career were quite sufficient until its end; in the process of work, dexterity and skills were only “polished”, being brought to automatism.

This definition reflected and was fully consistent with the low dynamics in changes in the quality parameters of the means of production used and the almost static state of the quality of the labor force itself.

Most Soviet economists based their scientific research on this methodological premise. These are A. Anchishkin, E. Gromov, N. Gauzner, B. Breev, E. Belkin, I. Bushmarin, G. Diligensky, A. Dyatlov and others.

Thus, A.S. Dyatlov defines labor power as the ability to work, which is fused with the living personality of a person, acts as an important attributive property, the degree of its implementation in the form of labor activity always depends on the will of the subject, i.e. labor power has an objective essence, and the degree of its implementation will always have a subjective form, derived from individual interest.83

As production becomes more complex and the turnover of generations in the means of production and technologies used accelerates, the “canned” labor force becomes less and less suitable. The acquired qualifications and knowledge can no longer be given once and for all, and the need to intensify labor and increase its productivity forces the individual to take active steps to establish a correspondence between the developing means of production and his own labor force, which is stagnating at some stage.

Labor motivation and its impact on the quality of the workforce

So, the subject of consideration in paragraph 2.1. The qualitative characteristics of the workforce have become important because, as noted above, today the quality of labor directly depends on the educational, qualification, adaptation and other parameters of the workforce. The quality of the labor force becomes dominant in the reproduction process for the reason that scientific and technological revolution has raised hopes of achieving economic growth thanks to the realization of the potential of new technology and high technologies, which manifested itself in the widespread dissemination of technocratic ideas.

The main emphasis in production was on the rapid change of equipment and the creation of production facilities with a fully automated cycle; labor was given a secondary role.

Soon these ideas “went bankrupt”; the desired results were not obtained, since underestimation of the importance of the human factor led to a decrease in production efficiency and product quality. The reason for this is simple and lies on the surface - a person is not an appendage of a machine, each individual is gifted with creative potential, the lack of demand and unrealization of which can lead to the formation of a negative attitude towards work.

The emergence of high technologies has made it necessary to search for new forms of organization of production, and the requirements for

workforce. There was a breakdown in labor relations, as the development of the person himself during the scientific and technological revolution acquired new features, which manifested itself in the formation of a new system of values ​​and needs. This means that the previously existing systems of production organization that met the needs of the industrial stage of development, and the inherent role of man, and the mechanism of motivation have become obsolete.

The solution was found in reassessing the role of a person, the importance of his education, qualifications, ability to think outside the box, in the development of new motivation systems, the use of which can mobilize the creative potential inherent in a person.

It was at this time that the concept of human capital appeared in the West, and in our country they began to talk about the quality of the workforce and its dynamics. The practice of organizing production is being rethought, a system of continuous training for workers at all levels is being theoretically substantiated and found in practical application, i.e. in general, approaches to creating a workforce of specified standards and managing it are being transformed.

There is widespread acceptance of the view that the decisive factor in a firm's competitiveness is the quality of the workforce used. There is a consistent shift in emphasis from a technocratic to a holistic approach, which is based on the long-term development of the labor potential of workers, i.e. there has been a transition to anthropocentrism.

New systems of labor organization are emerging - post-Taylorism and Toyotaism, where there is no strict hierarchy in management, it is democratized and some of the rights to organize, manage and control production are delegated to lower levels. Such a model can be effective if it has an adequate mechanism of labor motivation that takes into account the transformation of the workforce itself and its innovative potential.

The rapid change of means of production and technology has made the process of permanent learning necessary. But the desire to develop and improve your professional qualification level is not a given by nature. It must be motivated both from within by the employee himself and experience external stimulating influence.

Before we continue our research, it is necessary to define the terminology. So far, science has not developed unambiguous definitions regarding what the categories “motive”, “stimulus”, “motivation”, and “motivational sphere of personality” represent.

Without going into the details and subtleties of terminological discussions (since this is not the task of this work), we will dwell on those definitions that correspond to our vision of the problem and which we share.

Motive is a reason. An objective need to do something, an incentive to take some action.113

Motives are conscious, personal characteristics of motivations for behavior and activity that arise in the highest form of reflection of needs. Stimulus is an external urge to act, coercion, moral or material encouragement. ,4

Motivation is a set of motives for behavior and activity. The motivational sphere is the core of personality, including a system of motives in its specific structure (hierarchy).115

The means that a manager has to shift the motivation of the personnel entrusted to him in the direction of activities aimed at achieving business goals are quite diverse and by their nature can be presented as follows (14):

Information (increasing the employee’s competence, shifting his view of the problem through the transfer of information to him; affects mainly the individual’s ideas about what is the most likely direction of development of expected events and what are the consequences of his chosen alternative behavior).

Instructing (prescribes the individual the most effective ways to achieve his goals)

Stimulation as a process of directed strengthening of the employee’s motive necessary for the manager.

Interdiction as a process of creating obstacles to the subject’s implementation of his intentions through prohibition, restrictions by rules, etc.

Based on the set of tools through which the stimulation procedure is carried out, several types can be distinguished (17):

Economic (based on the use of material rewards as incentives as compensation for the employee’s labor efforts and the results achieved by him)

Administrative (based on decision-making by managers in the field of non-material rewards and punishments, such as thanks or reprimands, as well as those related to the processes of organizing work, distributing powers and responsibilities, determining work schedules, etc. The latter elements are sometimes referred to as so-called organizational incentives.)

Socio-psychological (based on the application of special incentives to the employee, such as the attitude of the team, status, etc.).

Stimulation, as a means of strengthening motives, the manifestation of which is appropriate from the point of view of the tasks facing the organization, can exist in two interrelated forms that differ in the property of materiality (20):

Material;

Intangible.

Material incentives are manifested in the fact that an employee, given the agreed volume and quality of work performed, can count on receiving certain material benefits in kind or in cash.

Non-material incentives are manifested in the fact that an employee, given the agreed type, volume and quality of work performed, can count on receiving certain benefits in intangible form that do not have a direct monetary value.

The general diagram of the elements of the personnel labor incentive system is presented in Fig. 1. and includes elements of material and non-material incentives, as well as a system of social guarantees that occupies an intermediate position between them (20).

Rice. 1. Elements of the labor incentive and motivation system

Main feature employee management in our time is the increasing role of the worker’s personality. The situation that has developed in the country provides both many opportunities and many threats to the personality of each person in the sense of its steadfastness.

Every person working in modern enterprises is usually much more educated and ambitious than before, because of this, the motives of people's work activities are more complex and difficult to influence. There is no single recipe for creating a mechanism effective motivation employees to work. The effectiveness of motivation, like other management problems, is always related to a specific situation.

Incentive in personnel management is perceived as a process of motivating workers, in other words in internal motivation and the emergence of new incentives in external motivation. For the purpose of such motivation for effective work. In this regard, the terms “stimulation” and “motivation” are also used as synonymous with the term “motivation”. The purpose of motivation is the formation of a system of conditions that motivates people to perform actions aimed at achieving the goal with the greatest effect (3).

You cannot motivate workers categorically, by force. The motivational system is special measures aimed at the internal values ​​and needs of employees working at the enterprise.

The structure of personnel motivation at an enterprise is a system of measures that motivate workers not only to work for which money is paid, but first to be especially diligent and actively desire to work at this particular enterprise, to obtain good results in their work, and to be loyal to their superiors.

The idea of ​​​​the possibility of motivating the work of employees has undergone major changes in management practice. For a long time it was believed that the main incentive to motivate employees to work efficiently was wages. Taylor, the founder of the school of scientific management, developed his concept of the employee labor enterprise, which logically proves the connection between labor productivity and remuneration. Nevertheless, Mayo's experiments at Hawthorne found the main influence on labor productivity of other factors - psychological. Over time, many different psychological theories of motivation have emerged, trying to examine the main factor and structure of the motivational process from different angles. As a result, the “carrot and stick” policy was replaced by a more complex system of stimulating workers’ motivation to work, based on the result of its theoretical study.

The source of modern theoretical approaches to motivation are ideas formulated by psychological science, which studies the causes and mechanisms of purposeful behavior of people. From this position, motivation is considered as a promoting force of human behavior, the source of which is in the interconnection of human needs, motives and goals.

Motivation as a management function is implemented through systems of different incentives, that is, various employee actions should have positive or negative consequences for him to satisfy the goals and needs of employees (15).

Nowadays, the enterprise of an effective system for motivating workers is one of the most difficult practical problems of management. Different companies face challenges in developing and establishing valid and effective incentive systems. Such difficulties are based on (17):

1. Misunderstanding that the motivation of workers lies in the fact that the workplace is recognized as motivation as a current one. But, there are different positions and salaries, when at one enterprise workers work differently, one with complete dedication, and in another - without devoting themselves to work at all.

2. The dominance of the “punitive” concept of worker motivation is a cultural habit: to scold more for offenses and praise less for success in any business.

3.Waiting for employees does not count. This problem occurs when management makes decisions to motivate employees without receiving feedback from them.

4.The interests of employees are not perceived. With the desire to reward employees for success at work, the management of the enterprise uses the usual methods of incentives, not always thinking about whether the encouraging effect will actually be achieved. In this case, the reason is the same as in the previous examples: lack of feedback.

5. A huge time gap between getting an excellent result and receiving encouragement. Giving incentives to employees too long after positive performance results is a major mistake. This causes sharp and justified criticism of the authorities.

6. Lack of observation of motivation concepts. Control and surveillance efficient work the concept of motivation is the main condition. It is carried out not only because employees’ expectations and interests change: in addition, workers get used to the motivating factor, and it ceases to have an impact on increasing the efficiency of their work.

7. Lack of motivation support. It’s not enough to establish motivation, you also need to maintain it. Support is a special and significant level of employee motivation.

8.Lack of information among employees about motivating factors. Employees should know what kind of encouragement they can rely on from their superiors after achieving excellent results at work.

9. Instability of the system of incentives (motivation).

The main problems at the enterprise associated with reduced motivation of workers are (3):

Increased staff turnover

Increased conflict

Low level of performance discipline

Poor quality work

Irrational motives for the behavior of performers

Low connection between performers’ work results and rewards

Lack of conditions for self-realization of employees’ potentials

Problems of "social cooperation" in the activities of the company

Low effectiveness of managers' influence on subordinates

Low level of interpersonal communication

Challenges in Creating a Cohesive Team

Weak prospect career growth, affecting the working tone of employees

Employee job dissatisfaction

Low professional level of staff

Lack of initiative from employees

Management's performance is assessed negatively by staff

Unsatisfactory moral and psychological climate

Insufficient equipment of workplaces

Reluctance of employees to improve their skills

Low morale in the team

Creating an effective motivation system requires studying the theoretical foundations of motivation for the motivation systems used in our time.

Thus, motivation is the process of stimulating the motives of employees in internal motivation and creating incentives in external motivation to activate them to work effectively. The purpose of this activation is to create a system of conditions that motivate people to perform actions aimed at achieving a goal with a special effect. The motives that motivate people are extremely complex, subject to frequent changes and are formed under the influence of a whole system of external and internal factors - abilities, education, social status, material well-being, public opinion, etc. Consequently, predictions of the behavior of team members in response to various motivation systems are very difficult, i.e. the system of motivation and stimulation of labor has a strong influence on the structure of the labor force and on the labor market in general (14).

Under acceleration conditions scientific and technological progress The need for specialists with higher education is increasing, therefore there is an increase in the number of university students. To assess the demand for education, you can use indicators of youth enrollment in higher forms of education.

These indicators are growing, and this is explained primarily economic reasons- a general increase in the level of requirements for the qualifications of workers and a reduction in job opportunities for people with low education.

The supply and demand relationship for a highly educated workforce is changing. Interesting fact: according to one of the recruitment firms, it can only fulfill 40% of orders, because... Demand for high-level specialists outstrips supply. Since there is a labor market, one of the main factors in the prestige of a profession is the economic factor: the relative amount of wages, the possibility of employment and advancement on the social ladder. There is a kind of Feedback: spontaneous reaction of young people to emerging imbalances in the highly qualified labor market. In cases where the demand for specialists with higher education or for certain professions requiring higher education, exceeds supply, the wages of this category of persons are growing at a faster rate than average level wages in the country. The result is an increased influx of students into universities and their respective faculties. When the demand for specialists lags behind the increase in supply in the market of highly qualified labor, the level of wages of specialists lags behind the level of average wages in the country, graduates cannot find work in their specialty, and the number of university applicants begins to decline. Here, special attention should be paid to the situation in the field of demand for engineers and their training. There is a reduction in the training of engineers, which is caused by a drop in the popularity of the engineering profession among young people and a decrease in the number of applicants entering engineering faculties.

Quality of labor and labor resources

I believe that the quality of the labor force characterizes the population's ability to activate the objective elements of the productive forces, as well as change them in accordance with the needs of society.

Labor resources are the able-bodied part of the population that has the physical development, mental abilities and knowledge necessary to engage in socially useful work. The volume of labor resources depends on the population size, its reproduction mode, and age and gender composition. The bulk of the country's labor force consists of its population of working age, as well as teenagers and people of retirement age who are able to work. In the process of carrying out labor activity, a person expends a certain physical and spiritual energy, while using his potential ability to work - labor power.

Labor force is the totality of physical and spiritual abilities that a person possesses and which he uses every time in the process of work. In the context of the topic “labor economics”, it is important to note that it is labor that is bought (sold) in the labor market. It should be emphasized: the more favorable the terms of the transaction for the seller (employee), the more fully and efficiently he will use his abilities, the more efficiently the labor process can proceed. Thus, an adequate assessment of the cost of labor is an essential element of the effective organization of the production process.

The concept of personnel includes all personnel working at the enterprise. This includes:

— core (regular) employees;

— persons hired part-time from other enterprises;

— persons performing work under one-time contracts of a civil law nature (agency agreement, service agreement, etc.).

The main concept characterizing a person’s ability to work in Russian science is “labor power”. If we turn to the classical interpretation of this category given by K. Marx, we can note that by labor force he understood not only “... the totality of physical and spiritual abilities possessed by the organism, the living personality of a person...”, but also “... which are allowed by it into use whenever it produces any use-values.” Thus, according to K. Marx, a person’s ability to work is not self-sufficient in determining the labor force. They must still be implemented in the process of specific work activity. This definition in relation to the study of employment lacks quantitative and accounting certainty, which is precisely the main advantage of the interpretation of the concept of labor contained in the English-language economic literature: “labor force” is “the total number of employed and unemployed or the total number working and job-seeking citizens over 16 years of age.” It is quite obvious that such an interpretation of labor power, which includes the unemployed, who at the time of accounting do not produce “any use value,” goes beyond the boundaries of the concept of labor power given by K. Marx.

It flows into the concept of “labor resources,” which is widely used in our country at the present time. It is known that the concept of “labor resources”, first formulated by academician S.G. Strumilin in 1922, came into wide use in economic research and practice of managing the national economy of the USSR. Quantitatively, it was characterized by the size of the population within certain age limits of working capacity. The substantive aspect of the concept was dominated by the presence in these population groups of a set of abilities to work for the production of goods and services.

Initially, the indicator “labor resources” was used in statistical accounting, and later in planning practice.

The category “labor resources” as a concept in the domestic economic literature is close in meaning to the category “economically active population,” which is understood as the part of the population engaged in socially useful activities that generate income. According to the methodology of the International Labor Organization, this category includes people aged 10 to 72 years:

Employed (entrepreneurs and hired workers);

Unemployed.

Depending on the level of development of the country, the lower age threshold for which data is collected and published varies. T

To some extent, the categories “labor resources” and “labor force” are close in meaning, but are not equivalent in content. So, for the first, the determining factor is the very presence of labor abilities, which either can already be used, or are only at the stage of acquisition, increasing their productive power. In the case of labor, just the presence of these abilities is no longer enough; they must be involved in the process of producing material or spiritual values.

The most common category of labor economics at the present stage is the category of “human capital”. Paradoxically, the emergence of such a “modern” concept is associated with the works of the founder of English political economy of the 17th century, W. Petty, who first tried to estimate the monetary value of the productive properties of the human personality.

The revival and development of the theory of human capital was carried out, starting from the 60s of the 20th century, by T. Schulz, G. Becker, S. Kuznets and other economists. According to G. Becker’s definition, human capital is a form of capital that is an integral part of a person and a source of his future earnings and/or non-monetary benefits. It consists of the acquired knowledge, skills, motivation and energy that individuals are endowed with and which can be used over a period of time for the purpose of producing goods and services.

In modern economic literature there are various definitions of the concept of “human capital”. Their analysis made it possible to identify common and distinctive features between the category “human capital” and the categories characterizing human labor activity.

1. Human capital is the productive ability of a person, and in this sense, this category is a form of representing the concept of “labor”. The productive ability of a person, that is, his ability to work, is determined by the age, state of health and education of the individual, and is a basic feature of the category “labor resources”. Consequently, labor resources and human capital share a common basic content. The category “labor resources” reflects the relationship regarding the production, distribution, redistribution and use of the formed working capacity of a part of the population, while the category “human capital” reflects the relationship between society, family, individual and organization regarding the formation, reproduction, redistribution and use of ability person to creative activity. But, if the category “labor resources” reflects the social group embodiment of the ability of a part of the population to work, then human capital reflects the ability to work embodied in the individual, regardless of its distribution into social groups according to legally established criteria.

2. Human capital is inseparable from its carrier - a person. The employer, in essence, rents this economic resource in order to use it as a factor of production. Consequently, human capital acts as a certain form of the category “labor force”. Labor power, like other goods, has a use value that is determined by the volume of services expected from a worker in an organization. The ability of human capital to create added value determines its value (and cost) for the employer and the level of income for the employee. For a worker, his human capital is a commodity that he offers on the labor market, and for an employer it is a capitalized value of the capital spent on selecting and hiring a worker. The main difference between the category “human capital” and the category “labor force” is that the labor force contains the potential ability for productive activities for the benefit of society, and human capital contains both potential and real total labor efforts, including added value. This means that this category includes a component that allows us to determine the effectiveness of human activity in conditions of instability of the external operating environment. With appropriate investments (money, time, efforts of the employee himself), this component will increase its use value, as well as maintain the ability to generate income through additional types and methods of activity.

3. Human capital, being a measure of the ability to generate income embodied in a person, combines the qualities and abilities realized in the present and potentially inherent in a person, acquired as a result of education and work activity (primarily knowledge and experience, as well as the ability for professional mobility). In my opinion, the above confirms that the category “human capital” in its content has a significant amount in common with the concept of “labor potential”. The formation of a rational structure of human capital requires preliminary costs from the individual, the employer and society as a whole. Production, financial, scientific and other components of the potential of the economic system also require preliminary investments. Human capital, being a basic component of the production system, is not only capable of increasing the level of its capitalization, but also acts as a factor ensuring the preservation, effective use and increase in the level of capitalization of the entire system - at the level of the individual as an individual, household, enterprise, industry or set of industries, region , countries.

4. Human capital is a fundamental factor of economic growth at the macro and micro levels, as well as the basis for the growth of an individual’s economic well-being, his acquisition of social status, a condition and the main factor of self-realization. Human capital allows us to determine the degree of inclusion of an individual in the social economic processes. In this sense, it is close to the concept of “human factor”.

5. Unlike other forms of investment, the return on human labor is determined not only by investments in education and further industrial training, but also by a person’s personal qualities, which are not always determined by economic factors. One of the main conditions for realizing the ability of human capital to create added value is employee motivation. The structure of motivation for effective activity includes not only material, but also non-material motives. Such motives may be based on the need for creativity, social recognition, religious, patriotic and other feelings, as well as common stereotypes and traditions.

6. Human capital is a non-renewable resource that connects the professional, personal and social qualities of individuals. This makes the category “human capital” related to the category “human resources”. In addition, investments in human capital provide a longer-term integral socio-economic effect. However, the content of the category “human resources” differs from the category “human capital” in a large volume. Human capital is one of the forms of capital of a country, region, industry, organization, or individual.

The uninterrupted functioning of labor resources presupposes its continuous reproduction. In this case, it is necessary to proceed from the fact that human reproduction appears in the form of reproduction of both his productive power and his personality. When considering these processes, it is necessary to take into account social aspects; the need to ensure human life, the formation of his habitat, the conditions for his functioning as a factor of production and as a business entity.

The process of reproduction of labor resources includes the production of means of subsistence and the production of the person himself. In the production process of the first kind, labor power is used and consumed as a result of the creation of material and spiritual values. In the production process of the second type, material and spiritual values ​​are consumed to maintain and further develop the labor force.

Reproduction of labor resources is a process of continuous renewal of the quantitative and qualitative characteristics of the economically active part of the population, including phases

1. formation,

2. distribution and redistribution,

3. use of labor resources.

The labor force formation phase consists of the production of individual labor force; production of new labor force; production of skilled labor.

The phase of distribution and redistribution of labor resources represents the socio-economic and temporary process of movement of the economically active population for the purpose of its primary distribution by type of work, type and areas of activity, industries, organizations, regions and redistribution in accordance with supply and demand in the labor market.

The phase of using labor resources consists of labor activity, during which labor power is directly realized as the ability to work, and thus ensures employment of the able-bodied population willing to work.

Reproduction of labor resources can be intensive or extensive.

Labor is a special kind of commodity, the production and creative qualities of which entirely determine the competitiveness and profitability of the enterprise. It is the main resource and is determined by the totality of physical, mental and spiritual abilities, thanks to which a person can participate in work.

The peculiarity of “labor power” as a commodity is that the owner and bearer of this commodity is the worker with all his human rights and the rights of a citizen of society, which are guarded by society. The employer cannot use the employee arbitrarily; he must comply with public norms and morals, the requirements of state legislation and international conventions regulating the labor market. The employer has no right to violate the laws on working hours, wages, and labor safety in various conditions.

An even more important feature of the product “labor power” is that this product is for production purposes, a personal factor of production, as opposed to social factors (tools and means of labor, tools, raw materials, buildings, structures, land, etc.). But its essence is that it is the decisive factor of production, and the worker is the main productive force. This is recognized by both economic practice and economic science.

A special feature of the product “labor power” is also that it cannot be stored in a warehouse, as can be done for other goods. Let's say, if a worker has not sold his ability to work, then he, as the owner of the goods, has no benefit from this. Moreover, he will not have income, therefore, all the means of subsistence necessary for his existence. However, the ability to work will require more and more means of subsistence to maintain it. The quantity of these means of subsistence and their price on the consumer goods market, necessary for the worker to maintain his ability to work, are determined even before the sale of “labor power” and are constantly needed by him, regardless of whether he sold or did not sell his labor. This feature of the commodity “labor power” is of great importance for the market economy as a whole. It is appropriate to note in this regard that in all countries of a market economy, labor is paid by the employer after it has been used for some time, established by the contract for the purchase and sale of “labor power,” say, at the end of each week. An employee allows his labor to be used before it is paid, i.e., the employee, as it were, lends money to the employer. This is proven in cases where the employer becomes insolvent as a result of bankruptcy and the employee loses his wages (in the absence of an appropriate insurance system).

Like any commodity, labor power has use value. The seller actually gives back only the use value of the labor power he sold. The buyer of the product owns the consumption of the ability to work. The marketing concept of the use value of labor includes a holistic, integral characteristic of a product from the angle of measuring its potential to satisfy the market interests of each participant in the activity.

In the most in general terms The use value of the product “labor power” is represented by the following characteristics:

1. The main characteristics determined by the purpose of the product “labor” of a certain level and content of professional knowledge, skills, and abilities.

2. Physical characteristics determined by the demographic characteristics of the workforce, namely gender, age, marital status, place of residence, etc.

3. Expanded characteristics determined by the characteristics of the psycho-motivational mechanism of professional activity (abilities and motives for work), purposefulness and activity, efficiency, cultural level.

4. Specific characteristics associated with the specific features of the consumer’s requirements for the quality of the “labor” product. Among such characteristics are: the level of professional flexibility, the degree of geographic mobility, advantages over competitors, communication skills, loyalty, proficiency in a personal computer and a foreign language, possession of a driver’s license, etc.

The product “labor power” can be classified according to the time parameter and the type of demand, depending on the combination of characteristics. According to the time parameter, depending on the type of agreement (contract), the product “labor power” can be:

· long-term use. The employer enters into a long-term employment agreement. As a rule, these are workers of the so-called primary labor market; subsequently, some of them can form the personnel core of the enterprise. They have some advantages in drawing up employment agreements and in remuneration;

· short-term use. This temporary workers or working on a part-time basis, or temporarily replacing;

· one-time services.

Table 1

Labor force characteristics

Corporate competencies - General requirements that the company imposes on all its employees. It doesn’t matter who the employee is by position and what his role is, these competencies must be demonstrated in some way. The simplest example- those competencies that unite all managers are corporate.

There are at least 3 approaches to determining corporate competence.

The first approach, one of the authors of which is G. Cannak, defines corporate competence as “a rational combination of knowledge and abilities, considered over a short period of time, possessed by employees of a given organization.” Within this approach, the emphasis is on the development of individual competencies of employees. The individual competence of an employee can be considered as a 3-factor model, the main variables of which are:

· Knowledge is the results of a person’s education.

· Skills are the results of work experience and training.

· Communication methods - ability to communicate with people and work in a group.

In order to develop corporate competence within the first approach, it is necessary, first of all, to train personnel using various advanced training courses, trainings and business games.

The second approach is based on the assertion that corporate competence includes “in addition to the personal capabilities and abilities of the organization’s employees, all those social processes that take place in the organization. We are talking about corporate culture, management philosophy, and the internal climate of the organization.”

The main tool for creating corporate competence within the second approach is organizational development.

And the third approach defines corporate competence as a characteristic feature of a company that determines its success. For example, this is manufacturability, which allows the company to constantly modify the products offered and thereby expand the potential sales market. Consequently, in order to develop corporate competence within the framework of the third approach, a constant increase in the company’s competitive advantages is required, because technology is actually nothing more than an internal competitive advantage.

The sources of development of the quality of the workforce should be understood as the totality of its internal contradictions. This includes contradictions between the motivational structure and qualifications, qualifications and the intellectual component of the quality of the workforce, etc.

The source of development of the quality of the workforce is the contradictions between such elements as motivational and professional qualification components. Basic qualitative characteristics play an intermediary role, enhancing or weakening the speed of resolution of contradictions and the speed of changes in these components. The movement of contradiction is associated with internal changes from maximum to minimum in the objects of this contradiction. In addition, the basic characteristics are a mediating component, which also varies from maximum to minimum.

The minimum and maximum for such a component as the motivational component is the significance of the leading motive (located at the core of the motivational structure). When its minimum value is reached, the type of motivation will change. For the professional qualification component, the maximum and minimum values ​​will correspond to the level and amount of knowledge, skills, abilities, and professional excellence. To explain the mechanism of movement of contradictions, it is necessary to identify the leading and driven parties, the speed of change of the parties.

The leading side that predetermines the change of the other side is the motivational component. A change in the professional qualification component is the result of the implementation of a certain labor behavior, the basis of which, in turn, is the highest form of realization of a need (motive) as a person’s predisposition to act in a certain way. These are different stages of the process of determining labor behavior.

Basic characteristics are mediators in resolving emerging contradictions between elements of labor force quality, as well as limiters. This affects the speed of changes occurring in interacting elements, the possibility of their changes (for example, achieving a certain level of skill occurs slowly due to poor health, etc.). Basic characteristics have their maximum and minimum and may conflict with other elements.

The driving forces behind changes in the quality of the labor force include those reasons that are external to the quality of the labor force. Such external impulses, or factors, can be considered political, economic, demographic factors, etc. The identification of these factors as external impulses for changes in the quality of the workforce is somewhat arbitrary, since in some way the driving forces and sources of development of the quality of the workforce are interconnected: if the former are mediated by internal sources of development of the quality of the workforce, then the latter cannot act outside and without the driving forces. Only through studying the influence of factors on changes in the quality of the workforce can one rise to an understanding internal sources its development. This involves considering them as special factors.

External factors influencing changes in the quality of the workforce, based on the direction of action in relation to the quality of the workforce, can be divided into three groups:

Factors of direct action that directly affect changes in the quality of the workforce;

Factors of indirect action that influence changes in the quality of the workforce indirectly;

The conditions in which factors operate that determine the strength of their action and direction.

Factors of direct action include factors directly related to work activity and influencing the degree of realization of a person’s ability to work. They are closely related to the quality of working life.

Indirect factors include factors that influence the process of transforming a potential workforce into a real one. They influence changes in the quality of the workforce involved in the labor process and affect the overall level of quality of the workforce:

The state of the education system (as a factor in the formation of a workforce of a certain quality);

Labor supply in the labor market;

Demand for labor in the labor market;

The price of labor in the labor market (wages).

The strength of the influence of factors and their direction are determined by the conditions in which they operate:

Socio-political conditions that determine the goals and objectives of forming a workforce of a certain quality, which are the basis, the basis for all other factors;

Scientific and technical progress;

Environmental conditions;

Demographic situation.

When examining the quality of the labor force, I mean that it is conservative and subject to greater inertia in its development and formation than economic structures, i.e. the current state of labor force quality must be considered as a result of the action of factors in the past. The problem of labor quality is significant:

For the state, there is a lower propensity for workers with higher quality characteristics to be among the unemployed. The unemployment rate among highly educated workers in a market economy is much lower than among poorly educated workers;

For an entrepreneur, it is the ability of staff to ensure the competitiveness, sustainability and success of the organization in the market.

The changes taking place in modern Russia are beginning to manifest themselves positively in the increasing requirements for the quality of personnel. Already today, highly qualified workers with clearly defined attitudes towards productive work are the most competitive and mobile in the labor market, find employment quickly and independently, without contacting employment services, and make up a significant part of the professional migration contingent. The development of PTR, the increasing use of its achievements in production, and the improvement on this basis of all parameters of the production process (technique, technology, organization, management, etc.) required a worker with qualitatively new parameters of the workforce - high intelligence, a creative attitude to work, a high level of general and vocational education, etc. The development and effective use of new means of labor, and ultimately the efficiency of production and the dynamics of social progress depend on these qualities of the workforce.

Today, paradoxically, to a certain extent, the market for educational services is a destabilizer of the situation in the field of labor force quality. A person is offered a lot of professions, but there are no guidelines that would allow him to assess his future demand for his specialty. Currently, up to 40% of graduates of higher educational institutions cannot find employment in their profession (specialty) or due to a lack of vacant jobs or lack of knowledge.

Analysis of the current state of affairs with the quality of the workforce allows us to identify the following problems:

1) the quality level of the organization’s personnel is significantly inferior to the requirements imposed on the labor market. Narrow qualifications of workers for a specific workplace predominate. The existing professional and qualification structure of the labor market is not very susceptible to changing relations in the sphere of production. More than half of the employed are unskilled workers. Recently, 70% of domestic enterprises are experiencing a shortage of highly qualified workers to one degree or another. Their share in Russian industry is only 5%, while in the USA the share is 47%, and in Germany - 56%. Currently average age highly skilled workers in many industries are 53-57 years old. According to available estimates, in the next three to four years, from 40 to 60% of workers in key professional groups may qualify for retirement due to age, and young people under 25 today make up only 4.5-6.6% of the employed. In addition, in industry, from 25 to 30% of personnel are renewed annually. various reasons. At the same time, the majority of people quit their jobs due to at will, due to unsatisfactory working conditions, inadequate pay, etc., and up to 36% leave their jobs for reasons related mainly to structural restructuring of the economy and most require retraining or additional training in new technologies. Thus, the professional and qualification level of personnel with the retirement of highly qualified workers, and young qualified workers into commercial structures, where wages are significantly higher, will decrease even more;

2) today the scale and pace of change are such that personnel must quickly adapt to them. In conditions of rapid obsolescence of knowledge and skills, workers need to periodically improve their skills. New technology requires, on the one hand, deep knowledge for its maintenance, and on the other, a smaller number of workers who are forced to master new types of work and improve their skills. Periodic additional training and retraining of workers becomes the law of production. Vocational training that does not meet modern requirements loses its meaning, causing young people to have a negative attitude towards it. In the context of modernization of production, employers require professionally mobile qualified workers. At the same time, many organizations maintain a high frequency of staff retraining and advanced training. By individual categories For specialists, the frequency of advanced training or retraining is 12-15 years or more, while in developed countries it is three to four years. In addition, the expected growth in the volume of industrial output also requires an increase in the volume of training of qualified personnel by 40-60%, but it continues to decline. There will be no normal qualified workforce - there will be no GDP growth, and there simply are no personnel: neither ready, nor almost trained, nor beginners;

3) employee training programs at enterprises are focused mainly on obtaining primary qualifications. There are practically no programs related to solving problems of improving quality, productivity, developing motivation for effective work, or training highly qualified workers. In fact, at all enterprises there are no specialists - organizers of in-house training with special training.

The data and facts cited earlier indicate: the qualitative characteristics of the workforce today are in a passive phase of development. The state of passivity is characterized by the fact that development is carried out mainly at the internal level and is characterized not by expenditure, but by the accumulation and acceptance of any resources. Whereas an excellent feature of the state where the active principle predominates is external manifestation, return, expenditure of resources. Depending on the state in which the object is located, it is necessary to rely on certain directions of its development, corresponding to the active or passive principle, and to use adequate means and methods. Improving the quality of the workforce is a restructuring of its internal structure, manifested in a change in the set and intensity of properties, due to changes in connections between elements. Regulation of this process is possible based on the approach outlined in the literature in relation to working with strategic development programs. This approach allows, based on the development of the qualitative characteristics of the workforce, to identify priority areas, integrate them into a single system and carry out detailing using common principles and patterns. Regulating the quality characteristics of the workforce through indicators and tasks solved at each level

To improve the quality characteristics of the workforce modern trends are:

· development of a system of training and retraining of personnel,

· optimizing the use of the available workforce based on ensuring a high quality of working life,

· formation of positive attitudes, norms, values ​​in the world of work.

All these points are designed to develop the employee’s competence in relation to the chosen field of work.

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