Personnel Management Strategies for Headteachers

1990 ◽  
Vol 10 (1) ◽  
pp. 057-064 ◽  
Author(s):  
Neil Johnson
Keyword(s):  
Personnel Management ◽  
Management Strategies

Een nieuw en flexibel personeelsbeleid in de lokale besturen in Vlaanderen ?

Res Publica ◽  
1998 ◽  
Vol 40 (1) ◽  
pp. 79-97
Author(s):  
Trui Steen
Keyword(s):  
Public Sector ◽  
Local Government ◽  
Labour Market ◽  
Personnel Management ◽  
Civil Service ◽  
Management Strategies ◽  
Employment Policy ◽  
The Public ◽  
Public Sector Employment ◽  
Personnel Policies

Personnel management in localgovernment in Flanders bas undergone some major reforms during recent years. We examine the purposes and the extent of these reforms. Also, the new personnel management in Flemish local government is evaluated in terms of flexibility. The Flemish civil service can be considered as an Internal Labour Market. The rigidity which characterises the Internal Labour Market in local government in Flanders is shown by the fact that local government lacks discretion in elaborating the personnel statute, which still constitutes the basis of personnel management. However, the thesis that the public sector employment policy is too rigid has to be nuanced. The civil service is familiar with irregular forms ofemployment. Infact, in Flemish local government only half of all personnel are employed according to a statute.Despite some constraints on the development of more flexible personnel policies, it is still possible to find opportunities which provide hope for the development of new and modern personnel management strategies in local government.

scholarly journals Formation of a toolset for human resource consulting

2020 ◽  
pp. 17-20
Author(s):  
Mariana BORTNIKOVA ◽  
Nataliia PETRYSHYN ◽  
Yuliia CHYRKOVA
Keyword(s):  
Human Resource ◽  
Personnel Management ◽  
Corporate Culture ◽  
Personnel Selection ◽  
Management System ◽  
Management Strategies ◽  
Employee Motivation ◽  
Production Performance ◽  
Strategy Development ◽  
External Labor Markets

Introduction. The implementation of progressive methods of human resource management is one of the most important vectors of enterprise development. The success of a business directly depends on how professional and responsible employees represent the company, how motivated they are and strive to apply management strategies in life, achieve the set goals and ensure results. The purpose of the paper is to form a toolset for human resource consulting as a factor of increasing the efficiency of personnel management in enterprises. Results. HR consulting is aimed at diagnosing the correspondence of professional and personal competencies of management personnel, improving the organizational structure and corporate culture of the enterprise, solving current problems related to improving production performance, and enhancing employee motivation. HR consulting is aimed at implementing policies in the field of personnel management based on the application of such fields as: HR audit, HR planning, HR strategy development, corporate culture formation, HR potential assessment, establishment of a motivation system, HR administration, improvement of the HR management system efficiency. Attracting external consultants to the personnel management system involves the formation and systematization of key tools for the implementation of personnel consulting, namely: coaching, recruiting, outsourcing, training, headhunting. The technology for the personnel consulting implementation at enterprises involves the realization of the following stages: pre-design, design, implementation and support. At each of the stages presented, the clarification and expansion of the functionality of the personnel consulting implementation takes place. Conclusion. People are an important element of business and the main source of its development. The correct personnel selection enriches the team with talented specialists of the required personal qualities, professional knowledge and skills. To improve staffing, the enterprise should search for employees both in the internal and external labor markets, combine various methods of personnel selection, and apply technologies of borrowed labor.

scholarly journals Staff remuneration strategy in the paradigm of improvement of human resources management strategies

KANT ◽  
2020 ◽  
Vol 35 (2) ◽  
pp. 66-71
Author(s):  
Anastasija Stankevich
Keyword(s):  
Personnel Management ◽  
Business Strategy ◽  
Human Resources Management ◽  
Management Strategies ◽  
Department Head ◽  
Effective Activity ◽  
Strategic Goals ◽  
Market Leader ◽  
The Individual ◽  
Business Requirements

The article analyzes the theoretical aspects of the staff reward strategy. The personnel remuneration strategy arises under the following circumstances: significant changes in the business strategy, a large merger or acquisition, the presence of significant problems in the field of personnel management, the need to take a market leader position. The company's remuneration strategy should be related to the business requirements and goals of each specific organization. The goals of the staff remuneration strategy are analyzed, focused on the core values of the organization, focused not only on the needs of the organization, but also on the needs of all its employees. The author describes the factors and mechanisms for choosing a staff reward strategy. The studied key personnel management strategies allow us to conclude that they are closely interconnected: all of them are aimed at identifying, developing and supporting staff competencies necessary to achieve the organization's strategic goals. In the article, the author discloses a methodology for calculating individual criteria for the effective activity of employees of an enterprise consisting of 5 departments. The formulas for calculating the individual rating of each individual employee, the rating of the department head, the department rating in the total number of all departments of the institution are presented.

Training Metodology For Specialists Of Customs In The Field Of Staff Risks Management

2018 ◽  
Vol 7 (2) ◽  
pp. 37-42
Author(s):  
О. Калмыкова ◽  
O. Kalmykova ◽  
К. Трубицын ◽  
K. Trubicyn ◽  
В. Хрящев ◽  
...  
Keyword(s):  
Risk Management ◽  
Personnel Management ◽  
Professional Competence ◽  
Management Strategies ◽  
State Technical ◽  
Personnel Policy ◽  
Organization Management ◽  
Management Approaches ◽  
Sociological Studies ◽  
Valuation Tools

Modern organization management strategies need in the formation of specifi c management approaches, based on the analysis of the mechanisms and processes of the organization of activities related to possible human risks in the service of customs offi cials. The article presents the results of various sociological studies conducted among students of the Samara State Technical University studying in the specialty “Customs” and offi cials of customs authorities on the topics of sources and causes of personnel risks in the activities of offi cials of customs authorities. The article substantiates the importance of the formation of professional competence in the fi eld of personnel risk management in future customs specialists and identifi es the necessary capabilities for this purpose of the disciplines “Personnel Management in Customs Authorities”, “Management of Confl icts and Stresses in Customs Bodies”, “Personnel Policy in Customs Authorities”. Suggested examples of assignments for the acquisition of funds of valuation tools.

scholarly journals Strategic approaches to personnel management of agricultural enterprises

2019 ◽  
pp. 84-92
Author(s):  
Mykhaylo Ksenofontov ◽  
Oksana Kachmar ◽  
Yuriy Bakun
Keyword(s):  
Personnel Management ◽  
Crop Production ◽  
Management Strategies ◽  
Enterprise Management ◽  
Agricultural Enterprises ◽  
State Management ◽  
Managerial Decisions ◽  
Agricultural Enterprise ◽  
Analysis And Synthesis ◽  
Sectoral Development

Introduction. The importance of personnel management on a strategic basis is determined by the importance of its willingness to work effectively in the long term.This is due to the improvement in its qualification level in making effective managerial decisions, taking into account the trends in the influence of environmental factors in the long term and the strategic priorities of sectoral development of the state. In connection with this, differentiation of approaches to strategic personnel management is noted relevance. Therefore, the purpose of this article is to determine strategic approaches to the personnel management of agricultural enterprises in the process of substantiating of the differentiated development strategies. Methods: analysis and synthesis, analogies, expert method, method of functional analysis. Results. The role of agricultural enterprises, as the main group of producers of the sector, was established by the share of gross output for the period from 2010 to 2018. The profitability levels of agricultural enterprises production were analyzed for various types of products. The prevailing profitability was noted by type of crop production and the prevailing loss rate, except for milk production, by type of livestock production. The expediency of deepening the strategic approach to the personnel management of agricultural enterprises has been proved with differentiation of its role in the implementation of differentiated management strategies in accordance with the three identified groups of enterprises. Four criterias for strategic personnel management in agricultural enterprises were identified: a group of enterprises for which the corresponding strategy is more relevant; emphasis in enterprise management; direction of work of management personnel; emphasis on the implementation of work regarding staff. Discussion for further research are to detail the three identified strategies for the three characteristic groups of agricultural enterprises and to determine the tasks of managerial and production personnel in their formation and implementation. Keywords: agricultural enterprises, agricultural enterprise personnel, personnel management, enterprise management strategies, enterprise personnel management strategies, strategic priorities of state management of sectoral development

scholarly journals Enterprises’ strategies transformation in the real sector of the economy in the context of the COVID-19 pandemic

2021 ◽  
Vol 27 (1) ◽  
pp. 8-15
Author(s):  
Natalia Baryshnikova ◽  
Olga Kiriliuk ◽  
Dorota Klimecka-Tatar
Keyword(s):  
Personnel Management ◽  
Turning Point ◽  
Management Strategies ◽  
Business Practices ◽  
Real Sector ◽  
Remote Work ◽  
The Real ◽  
Economic Behaviour ◽  
Restrictive Measures ◽  
The Impact

Abstract The article examines the impact of the COVID-19 pandemic on the content of key functional strategies of companies in the real sector of the economy. The purpose of the article is to assess the changes in the economic behaviour of companies in the context of the COVID-19 pandemic, to analyse business practices in adapting functional strategies to new risks, and to determine the directions for transforming functional strategies. An analysis of companies’ business practices showed that the pandemic had a significant impact on the economic behaviour of companies, transforming not only their tactics, but also their strategy. The functional strategies of the companies have undergone significant changes - marketing, production, personnel management strategies. The transformation of the marketing sphere is due to new trends in the sphere of consumption that have arisen as a result of the introduction of restrictive measures by states. The changed conditions of production activities necessitated accelerated digitalization and robotization of production, restructuring of supply chains and determined the need for the formation of innovative production strategies that meet the conditions of the Industry 4.0 era. The strategy and tactics of personnel management of companies are adapting to the conditions of the epidemic using a remote work format, digitalization of processes and tasks, and the use of new approaches in management. Based on the results of the study, the authors concluded that the pandemic has highlighted problems in the ability of companies to learn quickly in a rapidly changing environment. Today, the surviving companies are those that have been able to best adapt to unforeseen threats. For them, the coronavirus pandemic is not the cause of the crisis, but a turning point and a unique opportunity to develop in a highly competitive environment.

Influence of life cycle stages of high-tech engineering enterprises on personnel management strategies

2019 ◽  
Vol 39 (2) ◽  
pp. 11-17
Author(s):  
M. Y. Veselovsky ◽  
E. M. Abrashkina
Keyword(s):  
Life Cycle ◽  
Personnel Management ◽  
Corporate Culture ◽  
Management Strategies ◽  
Production Reserve ◽  
High Tech ◽  
Stable Operation ◽  
Social Partnership ◽  
Life Cycle Stages ◽  
Management Approaches

In scientific research provides a rationale for the influence of the life cycle stages of high-tech engineering enterprises on personnel management strategies. It was proved that most of these enterprises are at the stages of stable operation, growth or crisis conditions. Their main intellectual and production reserve was formed in the years of the planned economy. Based on the analysis of management approaches at these stages of the life cycle of organizations, tools have been proposed for improving the personnel management system. The main ones should be the strengthening of social partnership, change in corporate culture and orientation towards optimization of personnel and expenses for them.

Sign in / Sign up

Export Citation Format

Share Document