WAYS TO INCREASE THE EFFICIENCY OF PERSONNEL MANAGEMENT OF THE RESTAURANT ENTERPRISE

2021 ◽  
Vol 298 (5 Part 1) ◽  
pp. 47-51
Author(s):  
Mariia Garasymliuk ◽  
◽  
Olga Datsiv ◽  
Keyword(s):  
Staff Development ◽  
Personnel Management ◽  
Employee Training ◽  
Social Efficiency ◽  
Corporate Development ◽  
Conflict Situations ◽  
Strategic Plans ◽  
Personal Qualities ◽  
Staff Skills ◽  
High Quality Service

The article is devoted to outlining ways to improve the personnel management system in the field of corporate development of restaurant enterprises, which includes the introduction of innovative technologies of restaurant service, employee training programs to grow professional competencies and personal psychological characteristics, career advancement for the best employees. It is determined that the basic principle of personnel management in restaurants is systemic, so the search for ways to improve management should include consideration of this process as a holistic system, taking into account the relationships between its elements. It is offered to pay special attention to management of processes of communication of the personnel with clients, development of adequate professional behavior in conflict situations. It is proposed to take into account the requirements for staff from the standpoint of consumers, which provide speed and high quality service and the appropriate level of communication, from the standpoint of owners – competencies and knowledge, personal qualities and consumer-oriented behavior, from the standpoint of staff – skills, abilities and motivation. Motivational programs are proposed to focus on the formation of employees’ desire to acquire new knowledge and acquire new skills. To increase the efficiency of personnel management, it is proposed to develop strategies for personnel development and differentiate by strategic and tactical goals. It is proposed to introduce a system of key performance indicators for control in terms of tactical and strategic plans for staff development and the establishment of intermediate control with control points of assessment. It is proposed to evaluate the performance of each category of employees within their functional responsibilities, as well as indicators of staff development of the enterprise as a whole. It is proposed to include qualification, personal, competence and value characteristics, efficiency of activity, reserves of growth of production and social efficiency in the assessment of the efficiency of personnel management of restaurant enterprises. Further research should focus on the study of customer management of restaurant staff.

Staff Development as a Component of Management Strategy in the Information Society

2021 ◽  
Vol 26 (1) ◽  
pp. 160-166
Author(s):  
Vеra Chyzh ◽  
◽  
Yana Gavrylenko ◽  
Keyword(s):  
Staff Development ◽  
Personnel Management ◽  
Development Strategy ◽  
Knowledge Economy ◽  
Management Strategy ◽  
Personnel Development ◽  
Information Economy ◽  
Personnel Staffing ◽  
Management And Development ◽  
Effective Use

Annotation. Introduction. The market economy obtains the features of information economy or knowledge economy, due to the global spread of information, telecommunications systems and technologies, the needs of society that graw in various information services. Thereafter, it highlights the problem of studying the information communications impact on all areas of economic activity. Labor potential is not an exception, the formation and effective use of which in new conditions is the key to ensure the competitiveness of the enterprise. Purpose. The purpose of the article is to study the theoretical foundations and develop practical recommendations for the formation of personnel management strategy, taking into account the requirements of the information economy to the competencies changes. In order to reach this goal the following tasks have been solved: firstly, it has been studied the main features and tasks of the information economy; secondly, the influence of society informatization on the competence of labor personnel has been determined; thirdly, developed proposals for the personnel management strategy formation and enterprise staff according to the needs of the information economy. Results. It is determined the influence of information economy on the labor personnel of the enterprise. Based on the analysis of existing approaches to the information economy, its characteristics are established. The tasks of information economy which require changes in the competencies and skills of labor personnel are considered. It has been developed the algorithm of a sole approach to the management and development of labor personnel, staffing and development of the enterprise in the information economy. It is offered the strategy of personnel development in information economy which includes the purpose, sequence of development, tools of development of workers and methods of their training. Defining the goals of staff development in the information economy has become the basis for highlighting the skills of staff, which allow them to become qualified professionals and achieve career growth. The tendencies of personnel management in the conditions of knowledge economy are established. Conclusions. The use of the proposed personnel development strategy will ensure the formation and implementation of the competencies of workers which are necessary to ensure sustainable competitive advantages of the enterprise in achieving strategic goals. Further research should be aimed at determining the means of staff development to master new competencies, detailing the tools of employee development.

The effective practice of staff development in England and Wales: learning from history and contemporary research

2017 ◽  
Keyword(s):  
Staff Development ◽  
Critical Assessment ◽  
Effective Practice ◽  
England And Wales ◽  
Contemporary Research ◽  
Refresher Training ◽  
History Of ◽  
Recorded Performance ◽  
Staff Skills ◽  
Learning From History

This chapter endeavours to construct a history of staff development in probation through a critical assessment of past models. It draws on the lessons of that history to argue that the effectiveness of practice provides potentially useful ideas about how the improvement of staff skills can be achieved. Among other things, these include focussed training, rehearsal, observation and feedback on either live or recorded performance, refresher training and expert tutoring

scholarly journals Approaches to implementing technologies of personnel management in thermal power enterprises

2018 ◽  
pp. 99-110 ◽  
Author(s):  
Vasyl Brych ◽  
Mykhailo Fedirko ◽  
Olena Borysiak
Keyword(s):  
Staff Development ◽  
Organizational Structure ◽  
Personnel Management ◽  
Thermal Power ◽  
Functional Model ◽  
Project Managers ◽  
Project Team ◽  
Team Formation ◽  
Business Units ◽  
The Subject

The article refers to innovative forms of management in thermal power enterprises. It is pointed out that the subject matter of the research paper is approaches of implementing technologies of personnel management in thermal power enterprises. The methodological framework consists of general research methods and also economic and statistical techniques, namely: systemic and structural anlsysis, statistical method of economic analysis, empirical analysis to determine trends of personnel management in thermal power enterprises; induction and deduction method to improve approaches to implementing technologies of personnel management in thermal power enterprises; abstract-logical analysis, economic and mathematical programming to provide the rationale for introducing process and project approaches to implementation of personnel management technologies. A number of trends relevant to staff resources in enterprises are highlighted. It is assumed that the low level of investment is due to the following factors: high depreciation costs of equipment and large consumption of natural resources, a rigid organizational structure, a lack of delegated decision-making and leadership, a top-down approach to making decisions, use of traditional technologies of staff motivation and development, harmful working conditions. The paper provides recommendations on approaches to organizational structure of personnel management. It is concluded that little interaction between business units and insufficient use of technologies for staff development stem from the linear functional model of organizational structure. Particular attention is given to the importance of introducing process approaches to personnel management through horizontal and vertical integration of activities. Project approaches are also considered to be useful for implementing technologies of personnel management in thermal power enterprises. The article suggests ways for project team formation (think tanks / business incubators) and further innovative development of thermal power enterprises. Special reference is made to implementing growth-oriented technologies for personnel management and project team formation in thermal power enterprises. Finally, a set of methods for recruiting project managers are developed.

PERSONAL QUALITIES OF RESCUERS HAVING PROFESSIONAL ESTRANGEMENT

2019 ◽  
pp. 176-190
Author(s):  
O. Sergienko
Keyword(s):  
Personal Development ◽  
Personal Characteristics ◽  
Psychological Characteristics ◽  
Professional Activity ◽  
Professional Identification ◽  
Conflict Situations ◽  
Personal Qualities ◽  
State Of Affairs ◽  
The One ◽  
High Level

The article presents the research on personal qualities and characteristics of rescuers manifesting signs of professional estrangement. In extreme and extraordinary conditions, in particular, during fires and natural disasters, the requirements for certain personal characteristics of rescuers are significantly increased. That is, professional activity in special conditions significantly affects such professionals: on the one hand, personal development is promoted, and on the other hand, personal qualities can be deformed, therefore, it is necessary to determine specialists whose psychological characteristics do not corresponds the requirements of their work, or to re-allocate them for workplaces with taking into account their individual psychological peculiarities. The obtained results suggest that personal qualities of rescuers identifying themselves with their profession and rescuers with signs of professional estrangement are significantly different. Professionals with a high level of professional identification are characterized as decent and courteous in relations at work and out-of-work. They usually respond adequately to criticism or remarks, and behave on the base of their own emotions and ambitions at conflict situations. Specialists manifesting professional estrangement are often characterized as depressed individuals, dissatisfied with their position or the state of affairs at their work; so they often show ineffectiveness, indecision, and inconsistency in their actions during assignment implementations. Such specialists are characterized by their colleagues as conflict, irresponsible, stubborn and undisciplined people. They can respond inadequately on criticisms or comments. In general, the professional work for them is too difficult and leads to excessive mental stress, rapid fatigue, a feeling of impotence and exhaustion.

scholarly journals Anti-Crisis Personnel Management in the Modern Realities of Business Development

2020 ◽  
Vol 24 (1) ◽  
pp. 6-11
Author(s):  
Irina Abramova ◽  
Keyword(s):  
Staff Development ◽  
Human Resources ◽  
Crisis Management ◽  
Personnel Management ◽  
Management Practices ◽  
Negative Impact ◽  
Theory And Practice ◽  
Management Activity ◽  
Definition Of ◽  
Management Functions

Annotation. Introduction. The main problem of modern crisis management is associated with the lack of preventive crisis management practices of socio-economic systems, resulting in a set of emergency response measures: staff reductions, salary cuts, curtailment of training programs and staff development, which destroys the foundation of the organization – human capital. Purpose. At the same time, there are certain problematic and debatable points in terms of the formation of anti-crisis management of human resources in terms of theory and practice. Results. Accordingly, the article forms approach to the interpretation of the concept of crisis management of personnel in terms of discussion aspects such as definition, elements, principles and functions, stages. It is determined that anti-crisis personnel management is considered in terms of preventive, reactive and comprehensive approach depending on the situation in the personnel system of the enterprise. The author’s definition of “anti-crisis personnel management” is formed, which means a type of management activity that includes a set of specific functions, forms, methods and means of preventive and reactive management influence on human resources, aimed at identifying crisis phenomena, preventing crisis, its localization and liquidation; minimization of its negative impact on the further development of the enterprise. It is proved that anti-crisis personnel management is a type of anti-crisis management, ie it is characterized by specific methods, subjects and tools. The causes of personnel crises are systematized and the varieties depending on the situation in the personnel and personnel policy of the enterprise are singled out. Conclusions. Regardless of the source (external or internal), the crisis is always accompanied by extremely negative phenomena for both the organization and staff: falling production and sales, financial insolvency, a clear deterioration in the financial situation of workers, lack of employment guarantees, uncertainty of the future, lack of initiative, etc. Therefore, the issues of forming an effective system of anti-crisis personnel management, based on a clear mechanism and tools for personnel management, are relevant. Keywords: anti-crisis management; personnel; principles of anti-crisis personnel management; functions and methods of management.

scholarly journals TRANSFORMATION OF THE PERSONNEL MANAGEMENT SYSTEM OF A TYPICAL HOSPITALITY ENTERPRISE INTO AN INNOVATIVE STRUCTURE

2020 ◽  
Author(s):  
Sergiy Tsviliy ◽  
◽  
Denys Vasylichev ◽  
Darya Gurova ◽  
◽  
...  
Keyword(s):  
Staff Development ◽  
Personnel Management ◽  
Management System ◽  
Self Organization ◽  
Management Systems ◽  
Enterprise Management ◽  
Social Partnership ◽  
The Social ◽  
Specialized Service ◽  
Personnel Management System

The article analyzes the social and labor processes occurring in the hospitality industry. The general algorithm of transition to the new personnel management system of innovative type for the company in the field of hospitality is investigated. Regularities of innovative development of personnel management systems at a typical enterprise in the field of hospitality and their characteristics are revealed. The following steps for the transition to a system of "human resource management" are proposed: the formation of the principles of social partnership; creation of differentiated subsystems that are focused on individual social groups; decentralization of personnel management and transformation of the relevant specialized service into a consulting and methodological one with some integration into other enterprise management systems; development of forms of relations that allow investing in staff development; development of motivational bases of management, formation of collectives focused on creativity and self-organization.

scholarly journals District school officials of the Kazan Province in the school management system in the first half of the 19th century

2021 ◽  
pp. 797-805
Author(s):  
Guzel' Vazykhovna Ibneуeva ◽  
Aysylu Ilgizovna Shakirova
Keyword(s):  
Public Education ◽  
Well Being ◽  
School Officials ◽  
The Public ◽  
Professional Activities ◽  
Conflict Situations ◽  
Xixth Century ◽  
Personal Qualities ◽  
Almost All ◽  
The 19Th Century

The relevance of the problem under study is conditioned by the need to explore the bureaucracy of district schools in Kazan province during the first half of the XIXth century, making it possible to determine the contribution of the above officials to the development of public education. The article presents the conditions for implementing professional activities by staff caretakers and the analysis of staff caretaker’s duties and their financial competence, and the specifics of their position as civil servants in the public education system. The authors showed that the practical activity of the district schools, their financial well-being (in the form of additional contributions), and the management of the schools' entire economic part, reporting, depended on the personal qualities, abilities, and skills of a regular caretaker. The article examines conflict situations between the teachers of district schools, which became a characteristic phenomenon for the entire educational system in the first half of the XIXth century. The methods of their elimination by staff caretakers were also considered. Determination of the factors for establishing a staff caretaker institution and the principles of appointment to this position made it possible to identify his role in organizing the system of district schools in Kazan province during the first half of the XIXth century. The authors showed that the staff caretakers controlled almost all the activities of the Kazan province's district schools during the first half of the XIXth century, reporting, if necessary, about the shortcomings in their work to higher authorities.

Perfectionist Involvement in Social and Labour Relations Depending on Personnel Management Style

2021 ◽  
Vol 10 (1) ◽  
pp. 30-36
Author(s):  
Yu. Filyasova
Keyword(s):  
Personnel Management ◽  
Intellectual Development ◽  
Modern Society ◽  
Management Style ◽  
Personal Construct ◽  
Management Styles ◽  
Labour Relations ◽  
Personal Qualities ◽  
Socially Relevant ◽  
Goals And Objectives

Research into personal qualities of employees is acquiring relevance in the modern society as physical and material means and instruments of production are gradually being excluded from immediate interaction with people; their place is being taken by robotic technologies; whereas human labour is turning into intellectual creativity. Perfectionism is one of personal construct characteristics, which allows them to achieve high goals, overcoming different obstacles. The aim of the work was to consider the involvement of employees, characterized by perfectionistic personal construct, in social and labour relations under the authoritarian, democratic and liberal management styles. Perfectionists known for their struggle for high achievements are inclined to work individually and characterized by a low level of socialization. Under the authoritarian style, managers usually diminish individual achievements, focusing on the importance of goals and objectives rather than personality types of employees; therefore, perfectionists risk turning into reserved unsocial individuals. The democratic and liberal personnel management styles give the possibility to integrate perfectionists in teamwork, to activate their positive personal qualities and, in this way, enable them to meaningfully socialize. The democratic and liberal management styles provide conditions for successful combination of personal perfectionist interests and socially relevant objectives. In the age of information-oriented society, targeted at intensive intellectual development, contribution of perfectionists is indispensable; however, it is necessary to facilitate their social integration underlying inseparability of their individual goals and socially significant objectives.

scholarly journals Digital Transformation of HR Technologies

2021 ◽  
Author(s):  
T.V. Suvalova ◽  
O.S. Suvalov ◽  
E.V. Kashtanova
Keyword(s):  
Personnel Management ◽  
Employee Training ◽  
Digital Transformation ◽  
Software Training ◽  
Personnel Assessment ◽  
Personnel Recruitment ◽  
Management Processes ◽  
E Learning ◽  
Mass Recruitment

This article involves a study of the personnel management technologies digitalization degree based on the results of the SAP, Deloitte and Hays report, published in 2019. The analysis demonstrated HR automatization dependence on the size and specialization of organizations. The larger the company, the more complex personnel management processes are. The article defines four digitalization levels from the paper approach to the active use of artificial intelligence systems. Industries with the highest automatization percentage are identified. The article takes a closer look at personnel recruitment, selection, adaptation and training practices performed with the use of appropriate tools and programs. Among the most laborious recruitment functions stand communication with potential candidates, testing and interviewing, especially in cases of mass recruitment. Specialized programs that process CVs, build ratings, conduct video interviews and online testing to optimize recruiter’s work. The advantages of chatbots and messengers for adaptation digitalization are pointed out. Most executives have a positive attitude to the transition to new automated HR methods. The role of e-learning and software training is outlined, and the advantages of webinars, test constructors, and distance learning implementation are analyzed. It is noted that one third of Russian companies are actively automatizing employee training and development technologies. The article also highlights the most important personnel management processes that demand digital transformation in the first place. The automatization necessity of management accounting, effectiveness analysis of the current HR system, and benefits calculation is justified. Gamification advantages are outlined, as they are used in adaptation, training and personnel assessment processes. Senior management, HR executives and information services role in moving to a new level of personnel management is emphasized. VTB, VTB 24 and Sberbank spendings on automated HR systems are reasoned. Conclusions on the need to invest in digital transformation of HR processes are drawn. Keywords: personnel management, technologies, digitalization, process

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