Basic concepts:
enterprise personnel; industrial - production and non-industrial personnel; workers; executives; specialists; other employees; junior service personnel; pupils; security; profession; speciality; qualification; staff structure; labor productivity; production; factors and reserves of labor productivity growth.
Enterprise personnel - it is a set of all employees of the enterprise, ensuring the implementation of its functions. This is the main resource of the enterprise, the use of which depends on the efficiency of the enterprise.
The personnel of the enterprise by the nature of participation in manufacturing process subdivided into industrial and non-industrial. The composition and classification of the personnel of the enterprise is shown in Figure 4.1.
Industrial and production personnel(PPP) is directly involved in the implementation of the production process and maintenance of production. These are employees of the main and auxiliary departments, plant management, research and development departments and bureaus, accounting, planning and financial department, etc.
Non-industrial personnel includes workers employed in enterprises Catering, in medical institutions, housing and communal services, in preschool institutions, rest homes and boarding houses, subsidiary farms, listed on the balance sheet of the enterprise.
Depending on the nature functions performed, the following categories of industrial and production personnel are distinguished: workers, managers, specialists, other employees, junior service staff, students and security.
workers directly participate in the production process. They are divided into main and auxiliary. The main workers carry out the production of products, the auxiliary ones are busy servicing the production processes. AT modern conditions due to automation and computerization of production, the use of flexible production systems and robotic complexes, the main content of the activity of workers is the observation of equipment, its adjustment, adjustment, repair, therefore, the ratio of main and auxiliary workers is changing.
Leading employees - personnel carrying out technical, organizational and economic management of the production process and the workforce. They prepare, adopt and implement managerial decisions. These are the heads of the enterprise (director and his deputies, Chief Engineer, Chief Accountant, head economist, Chief Power Engineer etc.), leaders structural divisions(head of department, bureau, sector), line managers (heads of sections, shifts, workshops, production, foremen).
Specialists provide collection and processing of all management information, are engaged in economic, accounting, technical and research functions. These are engineers, economists, rate-setters, accountants, technologists, designers.
Other employees ( technical performers) - employees involved in the preparation and execution of documentation, accounting and control, economic services. These include: office workers, assistant secretaries, declarants, dispatchers, cashiers, timekeepers, accountants, senior storekeeper, etc.
Junior service personnel (MOP) are employees who perform the functions of caring for office premises, servicing workers, executives and specialists. These are cleaners, storekeepers, cloakroom attendants, operators of copiers, duplicators and computers, a courier, etc.;
Students - These are employees of the enterprise undergoing industrial training in order to master a certain profession.
Security - this category of employees ensures the safety of the enterprise, preserving its material values from theft and natural disasters, ensuring the inviolability of information constituting trade secret enterprises.
Enterprise personnel can be characterized by quantitative and qualitative indicators. Quantitative indicators are related to the assessment of the number of employees, including by categories of PPP. Qualitative indicators include profession, specialty and qualification.
under profession refers to a type of labor activity that requires theoretical knowledge and practical skills. The concept “ speciality" determines the type of labor activity within the given profession, which has specific features and requires additional skills and knowledge.
For example, profession locksmith, specialty - locksmith mechanical assembly works, locksmith of instrumentation; the profession is a turner, and the specialty is a carousel turner, a turner-borer, etc.).
Qualification - is the ability of a specialist to perform work of a certain complexity . Qualification is determined by theoretical training, depending on the level of education, and experience acquired in practical activities. Each profession requires its own combination of theoretical training and experience. According to the level of qualification, workers are divided into low-skilled, skilled and highly skilled.
For specialists, two types of qualifications can also be distinguished, depending on:
Level of education: specialists with secondary specialized education; specialists from higher education; specialists highest qualification who have academic degrees (candidate and doctor of sciences) or academic title (associate professor, senior Researcher, Professor);
From the received specialty: economist, economist-manager, mechanical engineer, process engineer, engineer-economist, etc.
Tariff categories are used to characterize the level of qualification of workers. The main factors influencing qualifying category, are the level of education of a particular employee and the complexity of the work that requires appropriate qualifications. These requirements are included in qualifications, provided for by the qualification reference books “Unified Tariff and Qualification Reference Book of Works and Professions” and “ Qualification guide employee positions."
Distribution of workers enterprises of the Republic of Belarus by tariff categories is made on the basis of the Unified tariff scale, which contains the range tariff categories from 1 to 23.
The level of qualification of employees of enterprises is assessed by the following tariff categories:
Workers - from 1 to 8;
Specialists with secondary education - from 6 to 10;
Specialists with higher education - from 10 to 15;
Heads of structural divisions - from 14 to 19;
Chief specialists - from 15 to 22;
Line managers - from 11 to 20;
Head of the organization from 16 to 23.
The specifics of the enterprise its size, organizational and legal form and sectoral affiliation determine the requirements for the professional and qualification composition of employees.
Personnel structure enterprises characterizes the ratio of the number of individual categories of workers in their total number. largest specific gravity in the personnel structure industrial enterprises occupied by workers.
The main factors influencing the structure of the staff include:
The level of mechanization, automation and computerization of production;
Application of modern technological processes;
Use of new types of energy and materials;
Forms of organization of production, etc.
To ensure compliance educational and qualification level workers requirements modern production the system of their training and retraining is constantly being improved. The reasons for the need for personnel training are: the lack of sufficiently qualified workers, technological changes that require the acquisition of new knowledge and retraining of personnel, the development market relations and potential of employees, increased competition from foreign firms, ensuring the release of competitive products, etc.
Training can be provided in the following areas:
Induction training for new employees;
Industrial training for mastering in the shortest time necessary methods of work;
Training in courses using simulators;
Supervisory training to improve knowledge of the technical and administrative aspects of the work;
Training of executives and specialists in order to improve professional knowledge and managerial skills and increase the efficiency of their work;
Rotation - temporary use of personnel in other posts;
Internships at foreign companies.
The main questions of the topic:
1. Personnel of the enterprise: composition, structure
2. Justification of the need for staff
3. Labor productivity: essence, indicators, measurement methods, growth reserves
4. Training and advanced training of personnel
5. Labor market and employment
1. Personnel of the enterprise: composition, structure
In the production process, in addition to fixed assets and working capital as a mandatory economic resource, labor is used, which, as a specific resource, has the following features:
Labor is inseparable from a person, a worker entering into certain economic relations, as well as having a social status and rights.
When employed, workers have certain physical and intellectual abilities that can change over time, which makes it impossible to determine in advance the real level and effectiveness of their labor activity.
3. Unequal qualifications and individual characteristics of workers cause differences in the results of their work, and, consequently, the need for wage differentiation.
4. An employee as an individual is free to choose the type and place of employment, which leads to the uncertainty of labor relations.
Because of this, in the general complex of problems of enterprise development, the issues of personnel management occupy an important place. The personnel with its production experience, labor skills and knowledge is the most important element of the production process. Despite the importance of material and material elements of production, personnel is a decisive factor in scientific and technological progress, growth in labor productivity, improvement in the use of fixed and circulating assets, improvement in product quality and determines the effectiveness of all aspects of the production and commercial activities of the enterprise.
Staff enterprises are employees employed at the enterprise who have undergone certain professional training and have practical experience and work skills. It is a rather complex social formation, in which separate groups of workers are assigned to various areas of activity and exchange its results. The complexity and diversity of the personnel of the enterprise necessitates its classification.
Depending on the participation of certain groups of workers in production and economic activities, all employees at the enterprise are divided into industrial and non-industrial personnel (Fig. 1.).
Industrial and production personnel- these are workers employed in production and its maintenance, i.e. employees of the main, service, auxiliary, auxiliary and side shops, factory research, design, design, technological organizations and departments, plant management apparatus, security.
Non-industrial the staff includes employees employed in the non-industrial sector of enterprises, housing and communal services, child care facilities, clinics, clubs, cultural palaces and subsidiary farms belonging to enterprises.
Fig.1. Classification of personnel of enterprises
Industrial and production personnel, depending on the functions performed, are divided into two large groups: employees (management personnel) and workers (production personnel).
The managerial personnel include employees who are professionally involved in the management of the enterprise or its individual divisions and are part of the management apparatus. The specificity of managerial work is that it does not directly produce material values. Its content is the collection, processing and issuance of information for the preparation, adoption and implementation management decisions and control over their implementation.
Functional features make it possible to single out several categories of managerial workers: managers, specialists and employees.
Leaders- employees who head the structural units or production units of the enterprise, determine the goals of their activities, are fully responsible for the adoption and implementation of management decisions.
Persons belonging to the category of managers, in turn, depending on the functions performed and the specifics of the activities of the units they lead, are divided into chief managers (top administrators), linear and functional.
Top leaders a circle of persons who de jure manage the property on the basis of operational or economic management within the limits established by the owner or on the basis of delegation of ownership rights, a very limited choice of the owner. These include employees who hold the positions of managers, general directors, members of the Board of Directors and, because of this, perform the functions of an entrepreneur, which consist in choosing and implementing a strategy to achieve the goals of the enterprise. The main managers, by virtue of the powers exercised in relation to labor collectives, belong to the category of top administrators.
To linear include managers and their deputies who perform the full range of functions to manage the production departments of the enterprise. These are persons in the positions of a foreman, foreman, head of a section, shift, shop and their deputies, as well as directors of branches and other structural units within the enterprise that are not endowed with the right to manage property as property.
Functional managers, unlike linear ones, combine the performance of managerial functions with the solution of functional tasks, To this category includes chief specialists (chief engineer, chief mechanic, chief accountant, chief designer), as well as heads of functional services (heads of marketing, economic, labor and wages, production and dispatching, etc.).
Specialists- employees of the management apparatus, developing on the basis of their special training options for management decisions or production tasks. Unlike managers, they do not have a team subordinate to them, they are only responsible for the quality of the options for solving managerial and production problems that they develop and offer to managers. Specialists include technicians, accountants, commodity experts, designers, technologists and engineers of various specialties, sociologists, lawyers, etc.
Employees- technical performers who provide the management process for receiving, transmitting and primary processing of information, as well as performing office functions (secretaries, typists, cashiers, forwarders, agents, accountants, archive workers, etc.); working personnel (workers) of the administrative apparatus serving managers or creating normal working conditions for them (drivers of official vehicles, cleaners of office premises, elevator operators, cloakroom attendants, etc.).
To production personnel (workers) include employees who are directly involved in the creation of the product, or ensure the normal flow of the production process. AT Depending on the attitude to the process of creating products, they are divided into main and auxiliary.
To main include workers who are directly involved in the manufacturing process of products, or work with tools on raw materials and materials, converting them into finished products or control and monitor the operation of machines and equipment, as is the case in automated production.
Auxiliary workers are engaged in the performance of servicing and auxiliary operations necessary to ensure the normal course of the main technological processes (transportation, movement and storage of inventory items; repair and maintenance of machinery and equipment; preparation technical means, raw materials and materials for the main production; technical control of product quality; waste recycling; industrial construction, improvement and cleaning of industrial premises and territories).
An important direction in the classification of personnel is the distribution of employees by profession, specialty and qualification. The allocation of professions and specialties is based on the law of social division of labor, the action of which causes the appearance of various types of work. The nomenclature of professions and specialties depends on how intensively the process of division of labor proceeds.
Profession characterizes the type of labor activity, for which the performer requires certain knowledge, training and practical skills. As a rule, professions have an industry affiliation and reflect the features of the manufacturing technology of the relevant products and the specific working conditions in this industry: machine builders, metallurgists, textile workers, miners, etc.
Speciality stands out within the professions and characterizes a relatively narrow type of work that requires the performer to have deep training in a limited area. For example, turners, toolmakers, adjusters, locksmiths, blacksmiths, etc. - within the limits of the profession, machine builders; weavers, spinners - within the profession of textile workers; drivers of cutters and combines, sinkers, drillers within the profession of miners, etc. With the emergence of new industries, the development of science and technology, new professions and specialties arise.
It should be noted that there are no strict principles and criteria for distinguishing workers by profession and specialty, and therefore it is conditional. It is only true that the profession characterizes a broader and more stable division of labor. Therefore, professions are more stable than professions, which are more mobile and dynamic. The latter, depending on the depth of the individual division of labor and the specifics of the equipment used, in turn, are split into narrower types. So, within the limits of the specialty "locksmith" fitters, fitters, toolmakers, etc. appear; within the specialty "turner" - a turner-borer, a turner-miller, a turner-carousel, etc.
Unlike professions and specialties that reflect the area of application of labor, qualification characterizes the degree of professional readiness of an employee to perform a certain type of work, determined by the totality of his knowledge, skills and abilities. The level of qualification of employees reflects the degree of mastery of their profession and specialty.
As the technical equipment of enterprises increases, knowledge becomes more and more important in qualification, and the ability to directly influence the object of labor becomes less important. The latter is increasingly moving to machines and mechanisms. The development of automation, computerization of production, the introduction of new types of artificial and synthetic materials objectively determine the need to master the working scientific foundations of production technology. The scientific and technological process increases the role and importance of intellectual, mental labor in the activities of workers and therefore makes higher demands on their professional and general educational knowledge.
According to the level of qualification, workers are divided into unskilled, for the performance of labor functions of which there is no need for; special training, low-skilled - with little special training, qualified, receiving training in the workplace for an average of 6 months, and highly qualified, requiring significantly longer (up to 2-3 years) training to perform labor functions.
According to qualifications, managerial personnel are divided into personnel with secondary education, higher education, academic degree or academic title.
The external form of expression of this or that level of qualification is the tariff category. It is assigned depending on the special training, skills and degree of independence in the performance of work.
The percentage ratio of the number of employees by category forms their functional structure. The largest share (up to 80%) in the structure of the number of employees is made up of workers. The structure of personnel at various enterprises is formed under the influence of many factors, the most important of which is scientific and technological progress. Revolutionary transformations in technology, the change of generations of technology increase the knowledge intensity of products, require the use of additional scientific tools and highly qualified specialists and auxiliary workers in the personnel structure in production.
An analysis of the personnel structure makes it possible to determine the need for employees of various categories of appropriate qualifications necessary to ensure an uninterrupted production process for the fulfillment of planned targets.
It is known that the main factors of production at the enterprise are: means of labor, objects of labor and personnel.
The main role belongs to the personnel potential at the enterprise. It is the personnel that play the first violin in the production process, it depends on them how efficiently the means of production are used at the enterprise and how successfully the enterprise as a whole operates. Therefore, each enterprise should develop and implement personnel policy, which should be aimed at achieving the following goals:
Creation of a healthy and efficient team;
Increasing the level of qualification of employees of the enterprise;
Creation of a labor collective that is optimal in terms of gender and age structure, as well as in terms of skill level;
Creation of a highly professional management team capable of responding flexibly to changing circumstances, feeling and implementing everything new and advanced, and able to look far ahead.
The personnel policy at the enterprise includes:
Selection and promotion of personnel;
Training of personnel and their continuous education;
Hiring part-time workers;
Arrangement of workers in accordance with the established system of production;
Stimulation of labor;
Improving the organization of labor;
Creation favorable conditions labor for employees of the enterprise, etc.
It should be noted that personnel management is an integral part of enterprise management as a whole.
The process of enterprise management can be divided into the following components: management of technology, economy, personnel.
If the first two components of the management process are not particularly difficult for a specialist, then the most difficult is personnel management. This is due to the fact that each member of the labor collective has its own potential employment opportunities, its own character traits, in its plan it is unique. Therefore, managers at various levels are required to know the psychology of each employee subordinate to them and, on this basis, influence him in such a way that his potential opportunities at work are fully revealed and realized.
For analysis, planning, accounting and personnel management, all employees of the enterprise are classified according to a number of criteria. Depending on the participation in the production process, the entire staff of the enterprise is divided into two categories: industrial and production personnel (PPP) and non-industrial.
To industrial and production personnel include employees who are directly related to production and its maintenance.
To non-industrial personnel includes employees who are not directly related to production and its maintenance. Basically, these are employees of housing and communal services, children's and medical and sanitary institutions belonging to the enterprise.
In turn, industrial and production personnel, depending on the functions they perform, are classified into the following categories: workers; leaders; specialists; employees.
To the workers include employees of the enterprise directly involved in the creation of material values or the provision of production and transport services. Workers, in turn, are divided into main and auxiliary. To main includes workers who are directly related to the production of products, to auxiliary- production service. This division is purely conditional, and in practice it is sometimes difficult to distinguish between them.
To specialists the enterprise includes: accountants, economists, technicians, mechanics, psychologists, sociologists, artists, commodity experts, technologists, etc.
To employees the company includes: supply agents, typists, secretaries-typists, cashiers, clerks, timekeepers, freight forwarders, etc.
In addition to the generally accepted classification of PPP by category, there are classifications within each category. For example, leaders in production, depending on the teams they lead, it is customary to subdivide them into linear and functional ones. To linear include managers who lead teams of production units, enterprises, associations, industries, and their deputies; to functional- managers, heads of teams of functional services (departments, departments), and their deputies.
According to the level occupied in the general system of management of the national economy, all managers are divided into: low-level, middle and top managers.
To lower level leaders it is customary to attribute foremen, senior foremen, foremen, heads of small workshops, as well as heads of departments within functional departments and services.
Middle managers directors of enterprises are considered CEOs various associations and their deputies, heads of large workshops.
To executives top management usually include heads of FIGs, general directors of large associations, heads of functional departments ministries, departments and their deputies.
Science and practice have long established that the efficiency of an enterprise by 70-80% depends on its leader. It is the manager who selects the team for himself and determines the personnel policy at the enterprise. A lot depends on how he does it. If the enterprise does not have a long-term plan for the development of the enterprise, if there is no strategy for the long and short term, it means that all this is not in the head of the head. In this case, consider that the enterprise has a bad future. Therefore, at each enterprise, the main core in personnel policy there should be a selection and placement in the first place of leaders of various levels.
The efficiency of the use of labor in an enterprise to a certain extent depends on the structure of the enterprise's personnel - the composition of personnel by category and their share in the total number.
The structure of the PPP is influenced by the following factors:
The level of mechanization and automation of production;
Type of production (single, small-scale, large-scale, mass);
Enterprise size;
Organizational and legal form of management;
Complexity and science intensity of products;
Industry affiliation of the enterprise, etc.
The personnel policy at the enterprise should be aimed at the optimal combination of PPP categories.
The process of personnel management requires that at each enterprise the structure of the PPP is determined and analyzed by gender and age composition, as well as by skill level. This is necessary in order to prepare replacement personnel in a timely manner, as well as to achieve the most acceptable personnel structure for the enterprise in terms of gender and age composition, and in terms of qualifications.
Industrial and production personnel- these are personnel who are directly employed (main employees) or indirectly (management personnel) in the performance of industrial and production functions of the enterprise. This category applicable to designate employees of an enterprise employed in the industrial and production field of activity.
Industrial and production personnel (PPP) are divided into the following groups:
- workers - the implementation of various technological processes;
- employees - processing of various information;
- junior service personnel (MOP) - maintaining cleanliness and order in the workplace;
- security;
- apprentices are a pool of skilled labor.
In turn, employees are divided into three categories according to their functions:
- leaders;
- specialists;
- technical performers.
The functions of managers are decision-making and ensuring their implementation. The functions of specialists (engineers, economists, etc.) consist in the preparation of information (design, technological, planning, accounting), on the basis of which managers make decisions. Technical performers provide the necessary conditions for managers and professionals.
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See what "Industrial and production personnel" is in other dictionaries:
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1) industrial and production personnel (personnel of the main activity), the number of which includes employees:
Main and auxiliary shops;
Ancillary industries;
Serving electrical and thermal networks, substations;
Transport shops, mainly serving production;
Employed in loading and unloading operations, including customer service;
Research, design, technological organizations that are on the balance sheet of the enterprise;
Laboratories;
Employed in the production and adjustment of experimental samples new products, commissioning, etc.
The composition of industrial and production personnel includes the following categories of workers:
Workers (main and auxiliary) - persons directly related to the production of products, as well as persons involved in the repair and maintenance of equipment, the delivery of material to workplaces, etc.
Employees (managers, specialists, technical performers, that is, those employees of the enterprise who organize and manage the production and technological process, as well as employees performing administrative, managerial and economic functions);
Apprentices (persons who are trained in the production of a particular profession of workers and receive wages);
Fire and watch guard workers;
Service personnel - employees who deal with the maintenance of industrial and non-industrial premises.
2) non-industrial personnel (personnel of non-core activity), which includes employees employed in institutions and organizations that are on the balance sheet of the enterprise, but do not produce products, work related to the main activity: employees of medical and sanitary institutions, educational institutions, units for the overhaul of buildings and structures, employed in auxiliary and agricultural enterprises.
Due to the diversity labor resources the composition of employees at the enterprise is studied in the following areas:
1) by industry affiliation;
2) by areas of work;
3) according to the functions performed in the production process.
At trade enterprises, in order to effectively manage the processes of formation and use of personnel, classification is applied according to the following main features:
· By category. As part of trade enterprises, three categories of employees are distinguished: management personnel, trade and operational personnel, and support personnel. The division of the personnel of a trading enterprise into categories of employees is the most general form functional division of their labor.
· By positions and professions. At trade enterprises, managers (managers), specialists, etc. are singled out as part of the management personnel; as part of the trading and operational personnel - positions (professions) of sellers, cashiers, cashier controllers, etc.; as part of the support staff - the professions of packers, loaders, cleaners, etc.
· Specialties. As part of the positions of specialists, economists, financiers, commodity experts, accountants, etc. are singled out; in the composition of sellers, the specialties of sellers are distinguished food products, sellers non-food items etc.
· According to the level of qualification. Employees of the main positions, professions and specialties, depending on the level of knowledge, skills and labor skills, are divided into a number of qualification categories(sellers and cashiers - by 3, specialists - by 4, loaders - by 6, etc.).
By sex and age. In accordance with the current accounting procedure, trade enterprises single out men under the age of 30, from 30 to 60 years, over 60 years; and women, respectively, up to 30 years old, from 30 to 55 years old, over 55 years old. In order to effective management staff movement to large enterprises trade, a more detailed grouping of workers by age can be adopted.
· By experience in trade. The current accounting practice provides for the grouping of employees trade enterprises with work experience in trade up to 1 year; from 1 year to 3 years; from 3 to 10 years; over 10 years. AT specific purposes personnel management, this grouping can also be detailed.
· In relation to property. Depending on this sign, workers are distinguished at trade enterprises - owners of its property and employees.
The total number of employees at the enterprise is defined as the sum of the number of industrial and production personnel and personnel employed in non-industrial divisions of the enterprise (firm).
Trade as a type of activity has its own specifics. This specificity is reflected in most aspects economic activity trade organizations and enterprises, including in labor processes.
The following features of the work of trade workers can be distinguished.
First, in trade, all labor processes have a dual character, caused, on the one hand, by the continuation of production processes in the sphere of circulation, and, on the other hand, by a change in the forms of value of goods. Both existing species labor are interconnected and form the basis of the trade and technological process.
Secondly, in trade there are high costs of living labor, low equipment of equipment; the proportion of operations performed manually is significant; as a consequence, a high proportion (in the total amount) of those labor processes that are associated with the continuation of production in the sphere of circulation. Given that traditionally the bulk of those employed in trade are women, this factor is negative.
Thirdly, there is a large volume of labor operations directly related to the service and, accordingly, requiring direct contacts between the seller and the consumer.
Fourthly, labor operations associated with a change in the forms of value are monotonous and at the same time require from workers (for a number of reasons) great nervous and physical stress.
Fifth, a significant impact on all labor processes probabilistic factors have a role in trade. The intensity of customer flows, the location of the organization or enterprise, fluctuations in demand, etc. in some cases lead to inevitable downtime of workers, and in others - to a sharp increase in labor intensity,
Sixth, the end result of the work of salespeople is not a product, but a service.
All labor Relations in trade are built either on the basis of ownership or on the basis of employment relations. The majority of the employed are wage earners.
Distinguish between absolute and relative performance the number of labor resources.