Improvement Of Personnel Policy In The Urban Settlement Administration

Abstract

The main goal of the management of any modern company is to find knowledgeable and competent employees, inspire them for a common goal, unite them to achieve the highest economic and social results, survive in difficult market and sometimes crisis conditions. In management, the specifics of work with personnel reflects the personnel policy. The most important direction of personnel policy is working with a reserve of managerial personnel. Professional advancement of employees in organisations (enterprises) is based on taking into account the professional and business qualities of the employee, on the results of assessing his work. Personnel policy is complex and multifaceted, therefore, solving the problems of personnel policy is a difficult task both in theory and in practice. It is necessary to identify, understand and remove obstacles to improving modern personnel policy and all its elements. It should meet social needs and the level of modern knowledge. The most effective personnel policy is one that brings success to the organisation. The article examines the basic concepts and directions of personnel policy in local government bodies, considers methodological tools of personnel policy, examines the structure of the organisation's personnel activities, analyzes modern technological processes used in personnel work, and analyzes the best practices for improving personnel policy in local governments bodies. The analysis of personnel policy in the administration of the Oktyabrskoe urban settlement (Khanty-Mansi Autonomous Okrug) is carried out, problems are identified, on the basis of which recommendations are developed.

Keywords: Local government bodies, personnel policy, staffing

Introduction

The modern concept of personnel management defines the employee as the most important resource that ensures the successful functioning of the enterprise, this is why every organization, especially in today's economic conditions, needs a well-functioning personnel system, balanced in all respects. One of the components of this system, along with such elements as personnel strategy and personnel planning, is personnel policy (Merkusheva, 2020; Purel et al., 2020; Romanova & Sibileva, 2020).

Personnel policy is the definition of the strategy and tactics of working with personnel of each subject of management activity, that is why a specific organisation is selected as the object of research; this paper considers the personnel policy of a municipal organisation, which is a long-term line of development of the personnel system for the selection, placement and training of personnel capable (Sibileva & Serguchev, 2020) of providing a certain prospect for economic, political and cultural development of the local community, the holistic use of all the resources available on the spot (Ramazanova et al., 2020; Yaroshenko, 2020).

Problem Statement

The problem of personnel policy is relevant at all times. The relevance of the chosen topic is due to the fact that in modern market conditions, the successful development of local self-government in Russia is largely determined by human resources of municipalities (Gazieva, 2017). Today's realities dictate the need to increase responsibility for the results of their work, business activity, greater initiative of municipal employees, strengthening of executive discipline, knowledge of the specifics of the managed sphere. Providing a structure of any level with highly qualified personnel is impossible without such a tool as personnel policy (Skvortsova et al., 2020). Competent personnel policy allows not only to control the current situation, but also to model the necessary reorganization measures, to ensure the competitiveness of the organization, to achieve the highest economic and social results (Cherepanova, 2016).

Research Questions

Workforce planning creates conditions for making decisions that satisfy both the organisation and its personnel. It is used to determine whether the overall strategy of the organisation is being implemented and what needs to be changed in the workforce. By developing a personnel strategy, the organisation confirms the uniqueness and high importance of employees in their activities and the development of their competitive positions (Sorokina, 2020). A significant number of works by foreign specialists are devoted to the study of personnel management, personnel strategy, personnel policy and the formation of labour potential: M. Armstrong, R. Atkinson, I. Ansoff, G. Becker, G. Dessler, A. Smith and other scientists.

Purpose of the Study

The aim of the study is to identify the problems of the personnel policy of the administration of the Oktyabrskoe urban settlement (Khanty-Mansi Autonomous Okrug) and develop recommendations aimed at solving the problems.

Research Methods

The following methods were used in the study: theoretical methods of integrated, structural, sociological, statistical, factorial and comparative analysis, a systematic approach, as well as various empirical research methods, analysis and synthesis, logical method, method of statistical information processing.

Findings

• The modern concept of personnel management defines the employee as the most important resource that ensures successful operation of the enterprise; for each organisation, a well-established personnel system is needed, balanced in all respects (Elkanov et al., 2013; Magomedov, 2014; Patrushev & Astakhov, 2016). One of the components of this system is personnel policy.

The main indicators of the activity of the urban settlement administration in the analyzed period have a downward trend (Table 01).

The financial result of the economic entity decreased over the analyzed period by 30008.7 thousand rubles and amounted to -1911.3 thousand rubles in 2019. The decrease in net operating result is explained by the fact that the amount of income of the administration of the Oktyabrskoye urban settlement (Khanty-Mansi Autonomous Okrug) for the analyzed period decreased by 27337.4 thousand rubles, and the amount of expenses increased by 2671.4 thousand rubles.

The average annual number of employees of the administration for the analyzed period decreased by 3 people (Table 02).

Over the analyzed period, the average annual number of employees decreased by 3 people and amounted to 65 people by the end of 2019. It should be noted that this happened due to the reduction of chief specialists by 3 people, other employees by 2 people. The number of leading specialists in 2019 reached the level of 17 people, which is 2 people more than in 2017. The largest share in the structure of the company's labour resources, on average over 3 years, was occupied by managers of more than 33%. The largest number of employees have higher education, more than 68% in 2019. The main share of employees of the administration, more than 50%, on average over the analyzed period is between 31 and 40 years old. The largest share in the structure of the qualitative composition of workers by gender is occupied by women. In the structure of personnel according to the length of service in the administration, the largest share falls on workers with a service life of 10 to 29 years - 42%. The number of employees of the administration is constantly changing. One of the main reasons for dismissal is retirement, and dismissals are also often associated with the transition to commercial organisations due to dissatisfaction with the level of wages (Table 03).

A survey was carried out among the employees of the administration, during which it was revealed that the majority of employees are satisfied with their relationships with colleagues and superiors, the arrangement of the workplace is positively assessed, employees in general feel comfortable during the work process. However, about 80% of employees are not satisfied with the size of wages (Table 04).

The SWOT analysis identified the strengths and weaknesses of the administration, opportunities and threats (Table 05).

There are many advantaged in the administration, such as good equipment, job satisfaction, all of this has a positive effect on the socio-psychological climate and work of the staff. There are also many disadvantages, including: lack of agreement with universities on internship programmes for young employees, lack of career growth for most employees, training outside the workplace, etc.

Based on the analysis of the personnel policy of the administration, the following measures were developed to improve it (Table 06).

The implementation of the proposed measures will improve the personnel policy of the administration of the Oktyabrskoe urban settlement (Khanty-Mansi Autonomous Okrug), which will contribute to the development of the most executive and administrative body of local self-government and the entire municipality.

Conclusion

One of the most important problems of modern management is the construction and improvement of the organisation's personnel management system. The personnel department operation the importance of which has been increasing recently, should constitute the basis for an effective personnel management system. The personnel department becomes the center of personnel policy. The joint application of these measures will improve the personnel policy of the administration of the Oktyabrskoe urban settlement (Khanty-Mansi Autonomous Okrug), which, ultimately, will positively affect the efficiency of the organisation as a whole.

References

• Cherepanova, I. G. (2016)."Personnel" integrated programme and the effectiveness of its application. Ugol, 4(1081), 9-13.

• Elkanov, R. D., Dukhtanov, I. A., Plotnikov, V. N., Akulich, I. V., & Novikova, O. D. (2013). Human resources management of Kola mining and metallurgical company, Tsvetnye metally, 10(850), 18-21.

• Gazieva, I. A. (2017). Competitive activities as a mechanism for human resources identification and development. Higher education in Russia, 1, 99-104.

• Magomedov, K. O. (2014). Personnel policy in the system of public authorities and management: monitoring of basic trends. Monitoring of public opinion: economic and social changes, 3(121), 40-46.

• Merkusheva, M. V. (2020). Characteristic features of personnel policy formation in modern conditions. Labour economics, 7(2), 173-182.

• Patrushev, V. I., & Astakhov, Y. V. (2016). Staffing sustainable socio-economic development in a region and in municipalities. Regionology, 1(94), 56-63.

• Purel, D. A., Popov, M. D., & Shchukina, N. G. (2020). Effectiveness of personnel management in a modern company. In Topical issues of economics and management: theoretical and applied aspects. Materials of the Fifth international research and practice conference. In 3 parts (pp. 284-292).

• Ramazanova, A. G., Magomedova, D. M., & Magomedova, A. A. (2020). Personnel policy as a tool of enterprise management. Economics and entrepreneurship, 6(119), 816-819.

• Romanova, E. A., & Sibileva, E. V. (2020). Improvement of the human resources management system as the basis of the organization strategic development, Russian Economic Bulletin, 3(2), 150-155.

• Sibileva, E. V., & Serguchev, P. A. (2020). The problem of forming an effective personnel policy in modern organizations Modern Economy Success, 2, 188-191.

• Skvortsova, V. A., Sokolova, O. Y., & Fattoev, N. S. (2020). Human resource policy of modern organizations. Bulletin of the Saratov State Socio-Economic University, 3(82), 116-121.

• Sorokina, O. G. (2020). Formation of the company's personnel support system. Science and education: economy and economics; entrepreneurship; law and management, 4(119), 41-44.

• Yaroshenko, V. A. (2020). Optimization of human resources management in the enterprise. In Topical issues of economics and management: theoretical and applied aspects. Materials of the Fifth international research and practice conference. In 3 parts (pp. 265-272).