Legal bases of transformation of human resources management in the system of civil service of Ukraine

2021 ◽  
Author(s):  
V. Melnyk
Keyword(s):  
Human Resources ◽  
Public Administration ◽  
Personnel Management ◽  
Civil Service ◽  
Service System ◽  
Human Resources Management ◽  
Legal Framework ◽  
Legal Regulation ◽  
Resources Management ◽  
Legal Principles

Problem setting. Ukraine is on the path of systemic institutional transformations, which consist in modernization of the civil service and human resources management, formation of a new personnel policy with the use of modern HR technologies, the implementation of which is impossible without proper legislative support. That is why it is so important to create in Ukraine a mechanism of legal regulation of human resources management in the civil service, capable of ensuring high standards of governance that meet modern experience and best practices in personnel management in developed countries. Recent research and publications analysis. Current issues of legal support of human resources management in the civil service have been the subject of research by domestic scholars in the field of public administration and administration, public administration, administrative, labor law, namely: V. Averyanova, M. Alexandrova, S. Alekseeva. I. Aristova, O. Bandurka, D. Bahrakh, B. Begichev, N. Bolotina, N. Goncharuk, P. Zhigalkin, S. Kivalov, R. Kalyuzhny, K. Kolpakov, R. Kondratiev, G. Nazarov, N. Neumyvaichenko, P. Pylypenko, O. Skakun, B. Stychynsky, V. Shcherbyna, O. Prodaevych, Y. Kizlov, L. Bila-Tiunova, O. Kravchenko, V. Pogorilko, V. Tolkovanov and other scientists. Despite the scientific achievements of recent years, this issue in the scientific literature remains insufficiently researched and covered, especially in terms of legal support of transformational processes taking place in the field of human resources management in the civil service. Highlighting previously unsettled parts of the general problem – to characterize the essence of legal bases and the process of transformation of legal regulation of human resources management in the civil service in Ukraine. Paper main body. The article is devoted to the consideration of topical issues on the transformation of the legal framework for the management of the civil service and human resources. The main normative legal acts that regulate legal relations in the field of state management of human resources are analyzed. Deficiencies were identified and ways to improve the regulatory and legal support for the management of the civil service and human resources of Ukraine were proposed. The transformation of relations taking place in various spheres of public life in Ukraine requires a detailed study of the legal framework that regulates and establishes key principles and rules of interaction between the state employer and employee, which will trace the evolution of the civil service in Ukraine in 1993 – 2020. p. and conceptualize the legal mechanism for human resources management in the civil service. Transformation of human resources management of the civil service is a systemic process of transformation in the field of human resources management of the civil service, which is able to ensure the transition from stable “traditional” personnel management to continuous, dynamic state of human resources management in the direction of its renewal and improvement. functions, forms, methods, technologies, tools and methods of management. That is why the term “human resources management” is used in the paper instead of the more accepted “personnel management” in the civil service. According to many scholars, human resources management in public bodies is broader in content than personnel management, there is a need at the legislative level to make the transition in the civil service from personnel management to human resources management. Therefore, we consider the legal basis of human resources management of the civil service, referring to their legal enshrinement in the legislation of Ukraine, in the Concept of implementation of the information system of human resources management in government agencies and action plan for its implementation. To disclose the content of regulatory – legal support for human resources management, it should be noted that it consists of an array of documents that create regulatory and methodological and legal support for the functioning of human resources management as a system. The article stipulates that the level of legal support is divided into international, national, regional or sectoral and local, legal acts have their own hierarchy and, accordingly, the territory to which they apply, as well as divided by legal force. Among the legislative acts that determine the legal principles and regulates legal relations related to the management of the civil service system, the central place is occupied by the Law of Ukraine “On Civil Service. The scope of legal norms governing the management of human resources, and in content, and in scope, and in nature differs from the legislation that ensures the functioning of the institution of civil service, so the work carried out theoretical and legal analysis of legal ensuring the management of both human resources and civil service. That is why it is expedient to consider the legal principles of human resources management as a component of civil service management. Conclusions of the research and prospects for further studies. Examining the array of regulations that provide legal regulation of human resources management in the civil service, it should be noted that Ukraine is taking systematic and gradual steps in the process of reforming and modernizing its own civil service system, gradually transforming existing legislation, implementing new legal provisions and adapting already existing regulatory framework for European standards. However, the change of the architecture of public administration, through the introduction of modern HR management technologies in public bodies, dictates the need to amend a number of key regulations that will ensure the further development of human resources management in the civil service.

scholarly journals The Introduction of HR Knowledge Exchange System and Expert Network In Hungarian Civil Service To Support The Reorganisation of Personnel Management

2020 ◽  
Vol 338 ◽  
pp. 67-79
Author(s):  
Zoltán Hazafi ◽  
Nikolett Pintér
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Civil Service ◽  
Human Resources Management ◽  
Knowledge Exchange ◽  
Legal Regulation ◽  
Research Database ◽  
Exchange System ◽  
Resources Management ◽  
Expert Network

The development of the Hungarian Public Administration’s personnel management has been deeply impacted by the on-going global reinterpretation of the general role and significance of HR in government departments, and by the simultaneous paradigm shift in civil service. Meaning, that on the one hand Human Resources Management has become a strategic partner to leadership in human-oriented organisational development. It is able to aid the interpretation of challenges and the aim of policy reforms, planning, execution and evaluation of changes, impact assessment and reporting. On the other hand, organisational decision-making has been gaining significance, while at the same time, the centralized legal regulation has become less relevant in HRM does questions due to the deregulation of human resources management in civil service.. This tendency puts a higher emphasis on HR Knowledge Exchange Systems and knowledge-sharing methods. The HR Knowledge Exchange System and Expert Network plans with the aim of providing online and offline support to HR professionals in public administration in order to improve their HR knowledge and competencies of both offline (project-based events) and online (via Online Forum) professional communities. Combined, the HR Knowledge Exchange System and Expert Network provides support to HR professionals primarily through granting access to an online academic research database with upto- date content, forum discussions as well as face-to-face counselling in a way that fits the requirements of the current tendencies of the reorganisation process of HR functions. It also contributes to the implementation of the ‘Healthy Organisation Model’ in practice.

scholarly journals The state personnel in conditions of reform of public administration in Ukraine

2018 ◽  
Vol 6 (3) ◽  
pp. 39-47
Author(s):  
T. Y. Vytkо
Keyword(s):  
Human Resources ◽  
Public Administration ◽  
Civil Service ◽  
Professional Competence ◽  
Human Resources Management ◽  
Civil Servant ◽  
Civil Servants ◽  
Professional Activity ◽  
Academic Degree ◽  
Resources Management

The peculiarities of the implementation of the public administration reform have been characterized, focusing on such areas of the reform as modernization of the civil service and human resources management. The article deals with the civil servant, who is the main object of the reform of the civil service, and its subject. The requirements for candidates for entering to civil service have been analyzed, namely, academic degree, general and special qualification, capability.The main aspects of the civil servant career in Ukraine are depicted graphically; the detailed analysis is done considering the provisions of the current legislation and implementation practice in Ukraine and some foreign countries. Some rights, duties and restrictions on civil servants, which are defined in the current legislation, are described. The main problem aspects of professional activity of civil servants in the context of adapting current legislation to European standards (conducting competition for civil service positions, evaluating the results of official activity, promotion, raising the level of professional competence, remuneration of labor, etc.) have been revealed. The analysis of the involvement of public associations and independent experts in personnel processes, as well as the issue of remuneration of civil servants. It is noted that the civil servant must meet the established requirements, actively react to all the challenges of society, act in accordance with the current legislation, and constantly increase his level of professional competence and be a single entity with the system of public administration. The emphasis is placed on the lack of an effective automated human resources management system in the civil service and the importance of its creation for the effectiveness of the civil service of Ukraine and the professional activity of civil servants in particular.

Modern problems and challenges of human resources management in international organizations

2021 ◽  
pp. 86-90
Author(s):  
M.S. Safarli ◽  
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
International Organizations ◽  
Human Resources Management ◽  
International Organization ◽  
Special Role ◽  
Resources Management ◽  
Research Challenges

Researched is the problem of management of human resources in international organization, that is significantly different from human resources’ management in own country. The article discusses issues, related to personnel management in international enterprises. The purpose of the article is to identify factors that influence personnel management in the international aspect, and also to research challenges and problems, associated with them. On results of the analyses, offered are measures, as to solution of showed up challenges and problems, and also point out the special role of cadre departments in solution of this problem.

scholarly journals STRATEGIC HR MANAGEMENT IN THE DEVELOPMENT OF MODERN ENTERPRISES

2020 ◽  
pp. 52-64
Author(s):  
Mykhailo Vedernikov ◽  
Oksana Chernushkina ◽  
Lesia Volianska-Savchuk ◽  
Maria Zelena ◽  
Natalia Bazaliyska
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Personnel Management ◽  
Management Strategy ◽  
Business Processes ◽  
Action Plan ◽  
Human Resources Management ◽  
Resources Management ◽  
Relationship Of ◽  
The Relationship

The purpose of the article. The article considers the features of strategic human resource management as the basis of strategic potential, which affects the competitiveness of the enterprise, determines the directions of its development. The scheme of the system of strategic human resources management is presented. The goals of personnel policy and a set of tasks that allow them to be implemented are determined. The ways of realization of the strategy of human resources management at an industrial enterprise are offered. It is established that the process of implementing the strategy of the enterprise should be divided into certain conditional stages, which should be included in the action plan for the implementation of the strategy.Methodology. The strategic goal of human resources management system is to ensure the development of the enterprise through the efficient use of human capital. When forming a human resources management strategy, the main task is to identify and take into account future changes and trends, to justify changes that contribute to the sustainable development of the enterprise.The process of strategy development and implementation is continuous, which is covered in close connection with the solution of strategic tasks both in the long run and in the medium and short term, i.e. their solution in terms of strategic, tactical and operational management. Such specification of human resources management strategy and bringing it to strategic objectives and individual actions is embodied in the strategic plan – a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of resources required.Results. Implementation of human resources management strategy is an important stage of the strategic management process. For it to be successful, the organization's management must adhere to the following rules: firstдн, the goals, strategies, tasks of personnel management must be carefully and timely communicated to all employees of the organization in order to obtain from them not only understanding of the organization and service personnel management, but also informal involvement in the implementation of strategies, in particular, the development of obligations to employees of the organization to implement the strategy; secondдн, the general management of the organization and the heads of personnel management service must not only ensure the timely use of all necessary resources (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targeted guidelines for the state and development labor potential and record the achievement of each goal.Practical implications. The process of implementing the strategy of an industrial enterprise requires fundamentally different approaches than the process of strategy formation. First of all, because it is mainly organizational process, while the formation of strategy is mainly an analytical one. The process of implementing the company's strategy can also be divided into certain conditional stages, more precisely, areas of activity that should be included in the action plan to implement the strategy. Initial among them is decomposition, i.e. the development on the basis of a strategic plan of tactical, operational plans, as well as policies, programs, projects, rules and procedures.Value/originality. Thus, the relationship of personnel strategy and general strategy of enterprise development is realized through a mechanism that includes: coordination of goals of both strategies, the relationship of their functions, coordination of business processes of personnel management with other business processes, integration of personnel strategy results to aggregate results of the organization, control of compliance of the obtained results with the defined strategic goals of the organization. Of particular importance is the approach to human resource management as a business process. Personnel processes as a certain sequence of interrelated actions for the implementation of personnel management functions are aimed at: transformation of human assets of the organization in accordance with its strategic priorities; transformation of working conditions of employees of the organization in accordance with the expectations and needs of staff; creation of new management technologies and other HR-products.

scholarly journals HUMAN RESOURCES ARE THE SOURCE OF AN ORGANIZATION'S COMPETITIVE ADVANTAGE

2021 ◽  
Vol 9 (1) ◽  
pp. 140-154
Author(s):  
E. Voroncov
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Human Resources Management ◽  
Competitive Advantages ◽  
Human Resource Managers ◽  
Resources Management ◽  
Resource Managers ◽  
Additional Value ◽  
Managerial Activity

The article proves that human resources are a source of competitive advantages of the organization through the provision of additional value to interested groups. It is shown that the main goal of human resources management is unreasonably identified with the main goal of personnel management, and human resources management with personnel management. It is proved that human resources management is characterized by such activities as identification of the organization's resources, assessment of their quality and quantity, determination of those human resources that provide production and provision of additional value to interested groups. Identification of the goal of human resources management and the goal of personnel management, deprives this area of managerial activity of a number of significant aspects and reduces the overall effectiveness of the organization. It is proved that human resource managers need to know the state of the external environment, their investors and clients, their interests, values and goals in order to provide a specific value to any interested parties, through the use of certain human resources. Be able to identify the required human resources, assess their condition, and relate their tools and technologies to the needs of interested groups; to show that the activity of the HR service increases the value demanded by a certain subject by transforming human resources into others.

scholarly journals DEVELOPMENT OF THE UNIFIED INFORMATION SYSTEM FOR THE RUSSIAN FEDERATION CIVIL SERVICE HUMAN RESOURCES MANAGEMENT

2020 ◽  
Vol 1 (1) ◽  
pp. 33-40
Author(s):  
Лаврова Татьяна Будаевна ◽  
◽  
Полякова Александра Григорьевна ◽  
Keyword(s):  
Information System ◽  
Human Resources ◽  
Russian Federation ◽  
Civil Service ◽  
Human Resources Management ◽  
Resources Management ◽  
The Russian Federation

Need for corporate training to implement a human resources management strategy under the present-day conditions

2021 ◽  
pp. 13-17
Author(s):  
A.N. Gornostaeva ◽  
◽  
I.N. Gornostaeva ◽  
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Personnel Management ◽  
Network Model ◽  
Management Strategy ◽  
Human Resources Management ◽  
Corporate Training ◽  
Organization Management ◽  
Resources Management ◽  
New Approaches

The article gives reasons for the necessity of new approaches to the personnel management system, implemented with the help of corporate training in the context of the transition to a new stage of strategic management, from the «serf» to the «network» model of organization management. The article considers the process of corporate training, offers the concept of key competence as a system of two portfolios of the organization. The analysis of the needs for corporate training has been developed. New approaches to the selection, development, encouragement and evaluation of employees in connection with changes in strategic management have been formulated.

scholarly journals CHALLENGES TO HUMAN RESOURCES MANAGEMENT IN AGRIBUSINESS

2021 ◽  
Author(s):  
Penka Goranova ◽  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Human Resources Management ◽  
Present Stage ◽  
Current Management ◽  
Resources Management ◽  
The One

World practice shows that human resources in agribusiness are subject to management and this is an extremely effective and useful way to combine with other resources of the company to achieve its goals. Moreover, when we talk about human resources, we mean the perspective of their development, while when we talk about staff, we mean the one available in an agricultural company. Human resource management is a targeted impact on the object "people" to transform their suitability and motivation on the product, on productivity, profitability, efficiency, market position, profit, growth. We can point out that this is both a strategy and current management, which sets the framework for how to attract, support and motivate people in their activities. The purpose of the report is to highlight the differences in perceptions of personnel management and human resources management in certain directions and to outline the potential opportunities, the chances for success of agricultural firms at the present stage.

Sign in / Sign up

Export Citation Format

Share Document