Methods of personnel management in foreign countries. Modern methods of personnel management abroad. where P is the profit of the enterprise

Introduction ................................................ ................................................. ........ 3

1. Possibilities of using foreign experience in personnel management in Russian practice .............................................................. ................................................. .................. 4

2. Characteristics of the American model ............................................... ........... 7

3. Japanese experience in personnel management............................................... ....... fifteen

4. Peculiarities of personnel management in the countries of Western Europe.......... 22

4.1. Traditional and innovative approaches in the Western European model of management.................................................................. ................................................. ........................... 22

4.2. Non-financial rewards .............................................................. .............. thirty

Conclusion................................................. ................................................. .. 34

Bibliography:............................................... ......................................... 36

The understanding that management is a special aspect of the functioning of an organization was first realized in the United States. And this means that management itself is largely an American phenomenon, reflecting the peculiarities of the American picture of the world.

American management is characterized by a rigid organization of management. For him, the desire to formalize managerial relations is most characteristic.

For American management is very characteristic of the idea of ​​personal responsibility of the employee. The effectiveness of the work of a particular leader is determined on the basis of whether he was able to personally achieve the goals that were set for him.

European management differs from American to a small extent. The fact is that Europe and the USA are quite close cultures, and therefore the exchange of achievements between them proceeds with less difficulty.

In Europe, as in the United States, small and medium enterprises play a very important role in the economy. This also determines some features of European management. For small firms, the need to survive is more urgent, so a faster response is needed to any, even the smallest change in the situation, to which it is necessary to adapt.

One of the significant differences between European management and American management is that in Europe, even within the framework of large concerns and companies, subsidiaries retain a significant degree of independence. This autonomy can apply to both production and financial decisions, as well as innovation. The problems of managing relatively small enterprises in Europe are more relevant than in the United States.

Japanese management is influenced by the original culture of Japan and the fact that it entered the world market only after the Second World War. Japan took over from Europe and the United States the positive aspects of the experience, first of all, the orientation towards new technologies and psychological methods of management. In Japan, work experience is more highly valued than education, so leaders in Japan are trained directly on the job. If in Europe and the USA they first give theoretical knowledge, which is then consolidated by practice, then in Japan they provide practice, which only then turns into knowledge.

The Japanese are very attentive to the connections between people, as well as to the personal characteristics of employees, they tend to select a position for a person, and not a person for a position. The Japanese avoid individualism in their actions, they are not inclined to impose personal responsibility, they practically do not control the effectiveness of the actions of an individual worker; much more important for them is collective (group) responsibility. Another feature of the Japanese management is that the executives pay special attention to technological innovations. From this point of view, Japan surpasses all countries in the world.

The benefit of the Japanese experience for Russian management lies primarily in connection with the soft integration of the best that has been developed in the business culture in Europe and the USA. The profession of "manager" is one of the most popular and, more importantly, one of the most sought after.

The science of management in Russia is in its infancy. Significant differences relate to culture - the values ​​and principles that underlie our society. Consumer behavior is also specific. A rich tradition created by the statesmen and entrepreneurs of past centuries is yet to be integrated into our understanding of management.

2. Characteristics of the American model

The study of the American model of management is of known interest. It was in the United States that the science and practice of management was first formed. The American model is used in corporations in the UK, USA, Australia, New Zealand, Canada and some other countries. It is characterized by the presence of individual shareholders and an ever-increasing number of independent, i.e. not related to the corporation shareholders (they are called "outside" shareholders or "outsiders"), as well as a well-defined legislative framework that defines the rights and obligations of three key participants: managers, directors and shareholders.

American management absorbed the foundations of the classical school founded by Henri Fayol. Americans Luther Gyulik and Lindal Urvik did a lot to popularize the main provisions of the classical school. The classical school had a significant influence on the formation of all other areas in American management theory.

The American model of governance was born at the turn of the 19th and 20th centuries, when the United States experienced an economic boom. Huge natural resources attracted the advanced minds of that time; the level of development of engineering and technology came into sharp conflict with the system of production relations that had developed at that time. Classical capitalism was passing into its highest, monopolistic stage. It was during this period that the objective prerequisites for the emergence of "scientific management" in the United States and the activities of its leader, Frederick Winslow Taylor, were formed.

It is not at all accidental that the center of development of the theory and practice of management at the beginning of the 20th century moved from England to America. The activities of the founders of "scientific management" reflected the characteristic trends of the era of classical capitalism - a free market economy, individual entrepreneurship, the dominance of medium and small enterprises. The organization of labor and management in such a "local economy" did not require the systematic application of science, and science itself was not yet the dominant social institution, the main productive force of industry. Such was the state of affairs in England in the era of Arkwright, Smith, Bolton, and Owen. Thus, we can conclude that it was the English, or rather the Anglo-Saxon model that formed the basis of the American school of management.

A different situation developed at the end of the 19th - beginning of the 20th century in the United States, which, in terms of the technical level of production, became one of the world leaders. A few facts help to understand why America turned out to be the birthplace of modern government. Even at the beginning of the 20th century, the United States was practically the only country where a person could overcome the difficulties associated with his origin, nationality, demonstrating personal competence. The main factor in the development of management science here was not medium and small, but big business - large and super-large corporations, such as Midvale Steel and Bethlehem Steel, for example, each of which employed several thousand people. In America, wrote Peter Drucker, “large corporations are a minority, but such a minority that sets the typical structure of society, the behavior of people, their way of life. Big business is the basis of any industrialized society. It finances and brings to life also great science. Even trade unions and government administration bodies are nothing but a social response to the phenomenon of big business. It was the non-intervention of the state that allowed entrepreneurs who were successful at the very beginning of their business development to become monopolists.

Noting the differences in the development of the industry of continental Europe and North America, some experts point out that the Americans began with the mechanization of the entire complex of operations, while the Europeans tended to mechanize individual operations, such as weaving or spinning.

In England, technical thought developed within the framework of academic science. So to speak, on a state basis, and then, after some time, it reached practice. The Americans borrowed the best technical ideas of the Europeans in finished form and immediately translated them into specific technical models. The North American approach was more flexible and quick, the introduction of technology was less entangled in bureaucratic networks. The centers of technological progress in Europe most often served as government agencies and universities, and in the United States - enterprises. Leading firms had well-equipped laboratories involved in the practical implementation of technological advances. These are the historical prerequisites for the emergence of the American school of management.

In the American school of management, it is generally accepted that the success of a company depends primarily on internal factors. Particular attention is paid to the rational organization of production, the constant growth of labor productivity, and the efficient use of resources. While external factors fade into the background.

The rationalization of production is expressed in a high degree of specialization of individual employees and structural units of the company and a strict delimitation of their duties. The advantages of specialization are that it reduces the amount of training of workers, increases the level of professional skills in each specialized workplace, separates from production tasks those that do not require skilled labor and can be performed by unskilled workers receiving lower wages, and also increases capabilities of specialized equipment.

Decisions are most often made individually, while the level of responsibility in the management pyramid is one or two steps higher than the level of managers with formal power. This means that the management is responsible for the activities of their subordinates.

The American firm operates in an egalitarian social environment. Accordingly, workers here are more mobile, easily change jobs in search of individual benefits. It is worth noting that the spirit of "sacrifice" (altruism) is rare among Americans: even in actions aimed at the benefit of society, in fact, personal gain is easily detected. Often the company encourages competition between employees (one of the ways to stimulate), which is why Americans are pronounced individualists and sometimes it is very difficult for them to work in a team.

The American management model is characterized by a hierarchical management model.

In the traditional model of a hierarchical organization, first of all, there is a distinction between the process of making business strategic decisions and operational decisions. The basis of strategic management is a systematic and situational analysis of the external (macro-environment and competitors) and internal (research and development, personnel and their potential, finance, organizational culture, etc.) environment.

The most important component of the planned work of the corporation is strategic planning, which arose in the conditions of market saturation and a slowdown in the growth of a number of corporations. Strategic planning creates the basis for making effective management decisions.

To reduce the resistance of workers to organizational changes taking place in corporations, programs are being developed to improve the “quality of working life”, with the help of which employees of a corporation are involved in developing a strategy for its development, discussing issues of rationalizing production, and solving various external and internal problems.

The first relates to the business decisions of the firm, which determine the main directions of its functioning. After the development of the latter, the company makes operational decisions to adapt its activities to various unforeseen circumstances (equipment breakdown, marriage, etc.) and to changes in the market situation.

Currently, four main forms of involving workers in management have become widespread in the United States: participation of workers in the management of labor and product quality at the shop floor; creation of workers' councils (joint committees) of workers and managers; development of profit sharing systems; attracting workers' representatives to the boards of directors of corporations.

In the American economy, the state does not play a significant role as the owner of the means of production and the overall entrepreneur. The share of the public sector in GDP is about 4%, and together with the enterprises of local authorities - about 13% of GDP. It employs about 14-15% of the workforce. The state owns a significant part of the property - almost 25% of the territory, a network of federal roads and many other infrastructure enterprises.

The state plays a decisive role in the reproduction of the labor force, environmental protection, and the development of the scientific sphere. It carries out nationwide regulation through monetary and budgetary policy, the federal contract system. In general, the state performs socially significant functions that either do not bring quick income or are not optimal for private economic entities.

Behaviors:

Businessmen act in a straightforward manner;

They resort to an onslaught, an order in the process of agreeing on a decision in negotiations;

They do not make long digressions, but immediately go to the very essence of the issue, pragmatically classifying them, solving issues one by one.

The main goal is a comprehensive agreement. One of the most important conditions is compliance with all laws, regulations, regulations, and not the benefit and agreement between partners. The American negotiating delegation must include an authorized representative who has the right to make decisions, and a lawyer. American managers do not welcome if their colleagues (partners) are interrupted during discussions or leave before a decision is made to discuss their decision.

At present, four main forms of involving workers in management have become widespread in the United States:

Participation of workers in the management of labor and product quality at the shop level;

Creation of workers' councils (joint committees) of workers and managers;

Development of profit sharing systems;

Inviting workers' representatives to corporate boards of directors.

Attracting workers to participate in the highest corporate governance bodies - boards of directors - is extremely rare in practice.

To reduce the resistance of workers to organizational changes taking place in corporations, programs are being developed to improve the "quality of working life", with the help of which employees of a corporation are involved in developing a strategy for its development, discussing issues of rationalizing production, and solving various external and internal problems.

The main features of management in an American company:

Functionality, which means clearly assigned job responsibilities for the employee. Principle: focus on what you do most successfully; It doesn't matter who you are, what matters is what you can do as a specialist.

The task of the manager is to reveal the creative potential of the employee. Encouragement of new ideas.

Mandatory retraining and continuous training.

Goal management. The division of any problem, where the solution is associated with a set of heterogeneous knowledge. A clear algorithm for achieving.

Implementation of opposing trends: a rigid functional approach (for example, a conveyor system) and a large number of leaders and creative personalities, decentralization and centralization, rigidity in defending one's interests and flexibility in implementation.

Career growth occurs strictly within the framework of professional specialization.

Developed corporate culture.

Management is considered a strong competitive advantage.

The restructuring of personnel work began with managers and highly paid specialists. From the standpoint of the concept of "human resources" investment in this staff is most justified.

The competence and personal "interest in the firm" of top-level managers most radically affect the overall performance of the corporation. Therefore, personnel work, including the system of remuneration, social insurance and various benefits, is focused on securing the top management of the company. Whereas the neglect of work with ordinary performers contributed to the high turnover of this staff due to premature physical or moral (obsolescence of professional skills) wear and tear, poor quality of working life. A sharply differentiated approach to work with personnel persisted in the 70s and 80s, although a number of firms were forced to transfer new methods of work to a wider contingent of personnel.

Attention is drawn, firstly, to the dependence of monetary estimates on the nature of the position itself (for example, the corresponding estimates for middle managers were 3 times higher than for programmers). Secondly, in relative terms, for most professions and positions, large differences were revealed in the “individual value” of the employee for the firm. Deviations in both directions range from 40 to 70% of the official salary. The difference in value to the firm of the best managers compared to the average was determined to be $30,000.

Very few types of work in the study by Schmidt and others turned out to be insensitive to the individual efforts and qualifications of individual performers. These are positions with particularly strict labor regulations and strict turnover. Among them, for example, the positions of cashiers in the accounting services of corporations.

3. Japanese experience in personnel management

There is no general management theory suitable for all times and peoples - there are only general management principles that give rise to Japanese, American, French or German management systems with their own unique features, since they take into account certain national values, features of national psychology, mentality, etc. d. The Japanese management system is recognized as the most effective in the world and the main reason for its success is the ability to work with people.

In recent years, interest in Japanese forms and methods of management has been growing all over the world, since the rapid successful development of the economy of this country has allowed it to take a leading position in the world. Japan is the world's largest manufacturer of passenger cars; dominates the production of almost all categories of mass semiconductor microcircuits; recognized as the most competitive country in the world; occupies a leading position in ensuring literacy, social policy, quality of life. These and other successes are largely due to the high level of management, the founders of which were Matsushita, Kurata, Ishizaka, Honda, Morita, Ibuka and others.

The Japanese system of government developed partly under the influence of local traditions, partly as a result of the American occupation after the Second World War, and partly as a reaction to the need to combat poverty and devastation after the war.

The process of formation of Japanese management was influenced by American management ideas. Thus, the most important idea of ​​Japanese management that an employee should work all his life in one firm is of American origin, but in Japan this idea has a huge effect.

Japanese management constantly uses the most useful management concepts of Western countries, their methods and techniques, adapting them to their national characteristics, thereby preserving and strengthening their values ​​and contributing to the establishment of a special style of thinking and methods inherent only to Japanese managers.

The Japanese management model is based on the philosophy "We are all one family", so the most important task of Japanese managers is to establish normal relations with employees, to form an understanding that workers and managers are one family. Companies that have managed to do this have been the most successful. Surveys of employees of the world famous company "Sony Corporation" showed that 75-85% of those surveyed consider themselves one "team", the enhanced joint actions of which will benefit all its members.
The Japanese call the organization "uchi", which means "home, family", and are convinced that you can change your worldview, get divorced, change your last name and first name - you can't just change the company.

Practice shows that employees who work together for a long time create an atmosphere of self-motivation and self-stimulation. At the same time, management is mainly advisory in nature - in these conditions one should not define too clearly the terms of reference of everyone, because everyone is ready to do what is necessary.
In any team there is a clear and understandable goal that unites the staff of the company into a team of like-minded people who are tuned to solve the central task, achieve the goal to which everything is subordinate.

Every Japanese employee identifies very closely with the firm in which he works, and is convinced of his own importance and indispensability to his company. It is no coincidence that for the Japanese the word “profession” is identified with work, but practically means the organization (company) where they work: a Japanese worker, in response to a question about his occupation, names the company where he works.

The Japanese system of management seeks to reinforce the identification of the worker with the firm, bringing it to the point of sacrificing in the name of the interests of the firm: employees of Japanese companies rarely take a day of rest or a day off, unconditionally work overtime, do not use fully paid leave, believing that otherwise they will demonstrate insufficient loyalty to the company.

Bound by various obligations in relation to the firm and taking into account various material incentives, an employee cannot leave the company without losing the main part of the privileges, or reduce the intensity of work for fear of being bypassed by others, transferred to a less prestigious job, etc.

As a result, there is almost no employee turnover in Japanese firms and, judging by the statistics, only 25 days of absenteeism per 1,000 workers in the automotive industry (in the US - 343 days, i.e. 14 times more).

By constantly suggesting to each employee that his personal well-being depends on the results of the company's activities, using material and spiritual incentives, including considerable payments to employees for social purposes, Japanese management achieves high labor intensity and productivity.

To understand Japanese management, it is important to consider the behavior of Japanese people in a group. In Japan, there is the concept of "weights", i.e. "duty of honor", which requires the individual to comply with the appropriate rules of conduct determined by his role in the group. These rules change as the individual moves from one group to another (family, school, university, microgroups of the organization in which he works).

An individual can fulfill the “duty of honor” only by taking his own, strictly defined place (which corresponds to the Confucian principle “to each his own place”) and showing loyalty to the group, i.e. subordinating their behavior to social goals. Accordingly, the behavior of the individual is evaluated not by abstract criteria of good and evil, but by his contribution to group activity, his usefulness to the group.

Group traditions have left their mark on the behavior of the Japanese in the group and outside it. Their behavior outside the group is characterized by isolation and unwillingness to contact, but in their group, in an environment of established relationships and connections, the Japanese are ready to help anyone. According to polls, 70% of Japanese consider themselves obliged to take a close part in the affairs of friends (in the USA - 45% of residents, in England - 36%, in Germany - 31%, in France - 12%, and in Russia - 6%).

The main principle of the group is "keep your head down", ie. be like the rest. The group itself can recognize someone's priority, but the employee should not make an effort to do so. The growth of labor indicators is necessary, but if someone from the group has achieved better results, this is considered an achievement of the group.

An important component of Japanese management is the system of life (or long-term) employment and seniority. Job promotion in Japan primarily depends on age and seniority, and then all other qualities are taken into account. An employee who transfers to another company loses his seniority and starts all over again. Workers who change jobs are discriminated against in terms of wages, benefits, pensions; they are treated as second class people.

An important method of strengthening the bonds of employees with management and the firm as a whole is to encourage intensive communication with each other, which is expressed in various forms. For example, every day, except Saturday and Sunday, all the staff starts the day with physical exercises and singing the anthem of their company. After that, all employees of the company, regardless of their position, recite the commandments posted on the walls and devoted mainly to hard and conscientious work, obedience, diligence, modesty, and gratitude.

Japanese firms annually celebrate "Company Founding Day", which provides an opportunity for company management to put into practice the idea of ​​"community of interests" between entrepreneurs and employees.

The norm of activity for a Japanese manager is daily presence at the production site, constant communication with people, solving all emerging problems on the spot, systematic conversations with workers and specialists about ways to further improve production, increase management efficiency. All complaints from employees, as a rule, are followed by an immediate response from management.

The shop foremen give tasks to the workers every morning, read out the summary of yesterday's work and inquire about the well-being of the workers, knowing that if the worker is sick or worried about something, he will not be able to work well.

Managers in Japan, even the director of the plant, are not provided with a separate office - together with their colleagues, they are accommodated in one large open room without partitions, equipped with simple and most necessary furniture. This should remind employees that they are working together to make the company successful.
There are no privileges depending on the rank or class, including the privileges of using separate canteens. The managers of the Sony Corporation are dressed in the same blue jackets without distinction as the rest of the workers; during a recession in production, they are primarily reduced wages. All this has a huge economic and moral effect, since the workers feel their connection with the managers and the corporation.

Japanese management also uses a certain procedure for hiring, promoting and training employees. When hiring graduates of secondary schools and universities, the creation of working dynasties is encouraged, i.e. employment of children and close relatives of personnel workers. It is widely practiced to hire on the recommendation of someone from the staff of the firm, who is responsible for his recommendation. Statistics show that the number of people hired on the recommendation in companies is approximately 45%.
The order of rotation in Japanese firms is also peculiar. Unlike the United States, where a person can work as a foreman all his life if it satisfies him and the company, in Japan they believe that a long stay of an employee in one position leads to a loss of his interest in work, a decrease in the level of responsibility. Therefore, labor rotation is the norm and is often combined with promotion.

The frequency of rotation depends on a number of circumstances (age, length of service, specialty, etc.) and can vary from 4 to 7 years. As a result, each employee acquires 5-6 specialties and becomes a generalist. In many cases, this solves the problem of interchangeability.

Japanese management is also characterized by the peculiarities of the form, size and content of remuneration. Wages are determined primarily by indicators of seniority and results of work. Large Japanese corporations provide employees with many additional benefits: allowances for family support, payment for travel to the place of work, medical care, social insurance and other social benefits. The salaries of management personnel of companies are rarely more than 7-8 times higher than the salary of a newly hired apprentice.

Japanese firms use a whole system of non-material (moral) incentives for good employees: promotion; issuance of premiums, valuable gifts; issuance of copyright certificates; holding special meetings at which the high-quality work of the employee is noted; providing incentives for the purchase of shares of the enterprise; paid trips to the customer's enterprises (including to other countries); publication of special articles in an intra-company publication (press); organization of out-of-town trips for employees with families at the expense of the company; organization of joint lunches of employees with the management of the company; specially designated parking spaces, etc.

The specificity of Japanese management, which takes into account the psychology of people and their social status, and which made it possible to achieve unusual success in industry, contributed to the improvement of traditional methods of personnel management in other countries with developed economies.

4. Features of personnel management in Western Europe

4.1. traditional and innovative approaches in the Western European management model

Recently, the motivation of managers with the help of a variable or variable part of remuneration has been increasingly developed both in theory and in practice. This is interconnected with a number of reasons and circumstances prevailing in the global economy, the economy of countries, and the economy of enterprises.

Without any doubt, the accumulated rich experience in remuneration in the production sector has contributed to the theory and practice of motivating managers. The main difficulty in direct transfer of existing systems is the difficulty in measuring managerial work. A clear orientation in the company's strategy to the value of the business in some way resolved the dilemma of calculating the result of management actions. The value of a business (meaning the market value) is easily determinable and comparable at the moment, but difficult to predict. In order to avoid mistakes (incurring unnecessary costs or underestimating labor), company owners often focus on a more clearly defined indicator or create a certain framework for the “value game”.

Traditional approach consists in establishing a certain level of monetary remuneration depending on the qualifications, position, duties of the manager (static indicators), and not on the performance of tasks over time. This approach prevails in enterprises with a state ownership structure and enterprises in which the owner is both the head and the manager of the enterprise.

In the first case, the introduction of an additional incentive mechanism in the form of a variable salary is impossible due to the rigid and inflexible state apparatus and, in the main, non-commercial goals that are set for managers.

In the second case, when the owner is also the manager of the enterprise, one of the problems of corporate governance, or the "manager-owner" relationship, is missing.

The salary is set depending on the following parameters:

Qualifications

experience in the relevant position;

Responsibility for subordinates

spheres of competence in managing the property of an enterprise and more.

The problem of additional incentives is solved with the help of various kinds of privileges that are not combined into a common system (use of official vehicles, official mobile phones, social infrastructure of the enterprise, etc.).

The main task performance- or result-oriented approach - to give additional motivation to the leader to achieve results. In this case, the result can be measured both quantitatively and qualitatively (Fig. 1).

Rice. 1. Hierarchy of performance based reward systems

By "behavior" is meant the reward for certain steps, properties that contribute to the achievement of the result. For example, training sales managers to advance their skills will certainly improve their customer service skills. With the task of increasing the level of sales, this is a certain step towards achieving the result.

As a rule, as a quantitative measurable result, indicators are used that are influenced by the manager. This is a dependence on the growth of sales volume to production volume for given parameters (time interval, number of employees).

The qualitative parameter is not a financial indicator of the state of the enterprise and an indispensable condition for the successful outcome of the enterprise. This is the satisfaction of the customers of the enterprise or the satisfaction of the employees of the enterprise.

It is important to note that the manager has a direct influence on the “behavior”, and here everything is in his hands. The final result may be affected by third-party or external effects: market conditions, enterprise suppliers, government actions.

The most promoted and at the same time criticized today is the approach based on the value of the business (enterprise).

In some companies, the application of this method led to the flourishing of the enterprise, the implementation of the strategy, in other companies - to corporate scandals and bankruptcies. Table 1 depicts management incentive options focused on increasing company value.

Table 1

Incentives focused on increasing business value

Value driven incentive systems
Systems of internal indicators characterizing the cost	Share price (Capitalization of the company)
Bonus systems based on:	Net participation:	Virtual participation:
Discounted cash flow (DCF); Economic Value Added (EVA); Earnings per share / ROE; Performance or performance evaluation systems (Balanced Scorecard, etc.)	Stock options; Participation in ownership (issuance of shares).	Virtual options; Phantom shares.

July, 2018

ECONOMIC THEORY

REVIEW OF FOREIGN MODELS OF HR MANAGEMENT

Kazaryan Irina Rafaelievna

cand. polit. Sciences, Associate Professor, Head. Department of Human Resources Management, Transbaikal State University, 672039, Russia, Chita st. Aleksandro-Zavodskaya, house 30

Email: [email protected] yandex. en

Tkachuk Evgeny Konstantinovich

Master Transbaikal State University 672039, Russia, Chita, st. Aleksandro-Zavodskaya, house 30

OVERVIEW OF FOREIGN MODELS OF PERSONNEL MANAGEMENT

Candidate of Political Sciences, Assistant Professor, Head of Personnel Management Department, Transbaikal State University, 672039, Russia, Chita, Aleksandro-Zavodskaya street, 30

Master of the Transbaikal State University 672039, Russia, Chita, Aleksandro-Zavodskaya street, 30

ANNOTATION

Investigated methods to improve the personnel management system. The advanced foreign experience in the field of personnel management is analyzed. The structure of the human resource management system abroad is disclosed. The main schools of management American and Japanese are considered. The main trends in the development of personnel management systems in the United States are identified. The main problems in the field of human resource management in Japan are analyzed.

Methods for improving the personnel management system have been studied. The advanced foreign experience in the field of personnel management is analyzed. The structure of the human resources management system abroad is disclosed. The main schools of management are American and Japanese. The main trends in the development of personnel management systems in the United States are revealed. The main problems in the field of human resources management in Japan are analyzed.

Key words: world economy, USA, Japan, personnel management, management.

Keywords: world economy, USA, Japan, Personnel management, management.

For a very long period of time, the experience of personnel and enterprise management in more developed Western countries was not taken into account by both theorists and practitioners from all over Russia. But, it became obvious that an unbiased attitude to the colossal experience of these countries and the transfer of its practices, methods, forms to the management of enterprises and personnel in Russia can make the management mechanism more flexible and receptive to any introduction of a new management methodology, these same innovations to a greater extent contribute to rational and adequate management

use of creative personnel potential of employees in the organization.

At present, the crisis phenomena in the personnel management system both at organizations and enterprises of the world community and in Russia itself have prompted scientists - managers to search for the latest methods of improving and improving personnel management, which will initiate the elimination of stereotypes in managerial thinking, and to develop the newest conceptual approaches. It should be noted that at the same time, new approaches to personnel management outside of Russia did not immediately give satisfactory results. This is

Bibliographic description: Kazaryan I.R., Tkachuk E.K. Review of foreign models of personnel management // Universum: Economics and jurisprudence: electron. scientific magazine 2018. No. 7(52). URL: http://7universum.com/ru/economy/archive/item/6031

was due to the fact that Western corporations initially borrowed the experience of other countries (for example, Japan and the United States), without having completed the necessary upgrades in their labor management system, determined by the socio-economic, organizational, and entopsychological characteristics of countries, to use this experience.

At the same time, it is necessary to keep in mind and evaluate the impact of the consequences of mechanical copying of the experience of Western countries on the economy of this country. Long-term capture of the Russian space in the future, dissemination of the experience of Western countries and influence on other areas, and especially on the spiritual and social spheres, but gradually the values ​​of the Western and American way of life, culture, knowledge, and much more are being introduced into the minds and consciousness of Russians .

Thus, a very intensive development of Western traditional values ​​is confirmed by many Russian experts, sociologists, and scientists. This represents the most striking problem of the loss of civilizational similarity, which, unlike politics and the economy, is practically impossible to restore. Presented in an obvious light, it is most often not accepted by the Russian community. This situation forces the need to change all methods of external influence by countries from the West, the adoption by the countries of Europe and the West of a latent nature, which allows in an implicit form to influence purposeful social activities to achieve their own goals and objectives, without causing direct resistance itself.

At the same time, the processes of globalization of the world economic society and the development of modern technologies dictate their own standards in the field of personnel management. For example, for personnel management in Russia, for example, it is relevant at the moment to distinguish between the management mechanism into invisible and visible end results (for organizations of various forms of ownership), the psychological attitude of personnel in an organization and enterprise to the need to perceive modern methods of personnel management, the choice of long-term development models, including all the nuances of aspects of planning the future and career of employees of organizations and enterprises, the formation of a mechanism for the economic thinking of personnel focused on the end consumer. Also, the growth of industrial pollution in the East Siberian region and the close proximity of the unique and one-of-a-kind Lake Baikal require nearby enterprises and organizations to introduce the basics of environmental management and develop environmental behavior among the personnel of organizations and enterprises.

Therefore, for Russian organizations and enterprises, it becomes relevant to study the understanding and adaptation of foreign experience and management for themselves, and to the conditions of Russian labor.

Abroad, the human resource management system is usually divided into 7 points: Development and

July, 2018

training, management, selection and placement, benefits and remuneration, labor relations, health, labor safety and confidentiality.

In world practice, there are 2 approaches to the formation of a personnel management system - American and Japanese. Both approaches focus on the activation of the human resource, constant technological improvements, strategic focus on a large number of types and multilateral development of services and goods produced, transfer or delegation of rights, powers and responsibilities for a number of key decisions to the lower levels of production management to a moderate degree, as well as they are characterized by an orientation towards the development and implementation of long-term strategic plans for the development of the enterprise.

The specificity of socio-economic development determines the features of each approach.

American system of personnel management.

At the heart of the American approach to the formation of a personnel management system is the principle of individualism. When selecting personnel, American corporations prefer bright, charismatic individuals who are able to brightly and creatively, in an original and creative way to solve problems and generate ideas that will bring the desired positive results. For the qualitative fulfillment of the tasks set, the duties of managers of all levels of personnel management in the United States include organizing, coordinating and controlling the work of personnel. Personnel management at enterprises and corporations includes the following interrelated areas of activity: recruitment, selection of applicants, setting wages and services, career guidance and social adaptation of employees, personnel training, assessment of personnel performance, career transfer, management training, assessment of the work of managers and specialists, personnel management services and others.

There are several problems in the field of personnel management that American corporations are currently facing. One of the main problems are large multinational corporations (MNCs). The increase in labor productivity is greatly influenced by the socio-psychological climate in the team and the corporation. Therefore, in America, where the economy is based on multinational corporations (MNCs), the task of human resource management is to develop mechanisms that facilitate the adaptation and acclimatization of personnel in the structure of various groups formed in the team, team building and eliminating conflicts in it.

American researchers in the field of human resource management have identified another important problem - the diversity of the workforce. With the transition to federal legislation prohibiting employment discrimination,

the very policy and system of recruitment changed, which now allowed for the employment of minors and female candidates, who became the fastest growing part in the workforce and the duty of recruiters to meet their needs. With the declining birth rate in the US and the ever more obvious process of globalization, more Hispanic, Asian and other expats have begun to seek employment.

Separation between the younger and older generation of workers is also identified as a potential problem. The training of the young generation of the labor force is assessed by the low level of experience, and the necessary qualifications required to perform high-tech jobs. The lack of qualifications and experience affects the efficiency of corporations, which suffer significant losses due to the performance of work of lower quality and productivity, which leads to a large increase in the number of complaints from consumers. Human resources have become an important hub for the provision of remedial education and require significant input from companies, corporations, enterprises and government involvement.

The American corporate personnel management system provides for questionnaires and various tests at all stages - from employment to further career advancement. And almost all corporations and enterprises are trying to recruit personnel with an extraordinary mindset, with stress resistance and the ability to independently make important management decisions and innovative ideas that will contribute to the stability of the corporation in the market and increase competitiveness.

The Japanese personnel management system is one of the most effective management systems in the world, and it is not officially recognized as management with a human face. In a country in which there are few natural resources, morality has traditionally been cultivated this way, and they say: "Our wealth is human resources." In such countries, they are trying to create the most effective conditions for the most productive use of the extracted resources. The long life of Japan and the Japanese in difficult natural, geographical and climatic conditions has developed that very amazing whole

July, 2018

planet discipline and diligence. The Japanese model of personnel management is based on the principle: "We are all one big family." The main goal is to establish good relations between employees, make them treat the corporation like a family, form an understanding of workers and managers so that they are one big family, and work for the benefit of this family.

Training of employees in Japan is an obligatory part of the general system of labor relations in a corporation, firm, enterprise. Recently, the so-called "knowledge management" system has become the main feature of the corporations of the production process and the development of the creative potential of Japanese corporations. This term means the transformation of the company into a single system that is self-learning, which uses its experience, skills and capabilities as laboratories of excellence and involves the entire “family” in the process of search and new achievements. To increase the flexibility of production and its sensitivity to changing conditions in the labor market and not only, Japanese corporations very widely use the so-called "konban" system - a set of feedback between consumers of a given product and those who produce it. Changes in consumer demand requirements are instantly transmitted to the very beginning of the production line and immediately implemented without delaying the workflow.

The Japanese experience of personnel management in the industrial sphere is very flexible, modern latest technologies and techniques, which for various reasons did not find themselves for various reasons, and did not find application in other countries of the world, have been introduced into Japanese production with great success. But in Japan, as in other countries, there are costs: for example, most young employees do not maintain the given pace of life, which is dictated by this current society, both morally and physically suffer from the high pace of work.

We can finally say that in Eastern Siberia a significant layer of high-quality domestic specialists and foreign MNEs has already formed, who can successfully use this experience of the countries of the West and East in the field of personnel management, but having already adapted this system to domestic companies.

Bibliography:

1. Bazarov T.Yu. Personnel Management. Workshop. - M.: Unity-Dana, 2009.

2. Belyatsky N.P. Personnel Management. - M.: Modern school, 2010.

3. Volodko V.F. International Management. - M.: Amalfeya, 2009.

4. Lunev A.P., Mineva O.K. Comparison of European and Japanese experience in personnel management // Humanitarian Research. 2008. No. 4. S. 213-215.

5. Orlova O.S. Personnel management of a modern organization. - M.: Exam, 2009.

6. Potemkin V.K. Personnel Management. - St. Petersburg: Peter, 2010.

7. Fedorova N.V., Minchenkova O.Yu. Organization personnel management. - M.: KnoRus, 2010.

To improve the Russian experience in the field of personnel management, it is necessary to study foreign standards of HR practices, as well as its dissemination and implementation in domestic practice.

China experience

China is the largest developing country and the largest (not quite open) market in the world. In 2001, China joined the WTO, which indicates that the country is gradually opening up industries such as telecommunications, finance, insurance, wholesale and retail trade, high technology to the world market, thereby improving the political and market environment for its economic development. .

However, there is a big difference between Chinese and foreign advanced enterprises, not only in the field of technology and capital, but also in the field of human resource management.

The Chinese government is pursuing preferential policies for Chinese students who study and work abroad to set up high-tech companies in their homeland. In recent years, in particular, 1,200 companies have been opened in Beijing's Zhongguancun Tech Park by people who have returned from abroad, and 2,000 companies have opened in Shanghai Tech Park. Today, Chinese companies are inviting qualified, proactive and experienced managers and professionals from different cities in China, as well as from foreign countries, to join top-level management teams. Such specialists have the nickname "airborne assault".

For example, in 1998, the Chinese firm Huawei, established in 1992 and manufacturing telecommunications equipment, recruited 4,000 students, masters, and doctors. The firm currently employs 9,000 people aged 22 to 30. Therefore, the firm is in some ways very similar to a university: most of the employees are single, very active and inquisitive young people who volunteer until the night (even for free) and in their free time study at their firm's advanced training courses.

The personnel management service of enterprises pays great attention to the training and professional specialization of employees. Training, as a rule, includes four programs:

• - training;
• – training of management skills;
• - training in organizational culture and norms of behavior;
• - customer training.

Based on the results of professional retraining, employees receive a diploma or certificate certifying their qualifications and the right to conduct professional activities in a particular area. Today in China in the IT industry, certification is popular for compliance with state standards for computer technology and certificates issued by Cisco, Oracle, Microsoft corporations.

The labor incentive system in various Chinese companies involves a whole range of measures. The salary usually consists of three parts:

• - basic salary: its amount depends on the level of education, work experience or simply on the contract with the staff;
• - payment related to the results of the assessment and certification of the work of personnel;
• - bonuses depending on the company's profits for the current year.

In addition to the first part (basic salary), the other two parts are closely related to the results of the work of employees, so the system for evaluating and attesting work is the core of this incentive system. Typically, 30-70% of the total wage on average falls on these two parts.

In fast-growing companies, promotion opportunities and career planning are effective incentives for staff. Some companies have personal equity participations (ESOPs). The senior and middle managers own shares or a deferred share right. Employees call it "golden handcuffs".

Many companies have also felt that salaries are not enough to incentivize labor to retain qualified employees, because there are always other companies that pay higher wages. Since the amounts received in the form of compensations do not have to pay tax, compensations become more valuable income. Medical insurance, transport and telecommunications costs (telephone, mobile phone, Internet, etc.), allowance for buying your own apartment, financial assistance for education or retraining, etc. are typical compensations in advanced Chinese companies. However, social protection and compensation are carried out within the framework of the law, and the growth of real incomes of workers from these programs depends on the economic strength of enterprises.

In the traditional culture of China, collectivism is stronger than individualism, the family and the team of the enterprise are valued higher than the individual. Therefore, the cooperation and diligence of Chinese workers are valued more than innovation. In this way, enterprises gradually establish strict norms for organizational behavior of employees, while at the same time allowing them to make mistakes at work, encouraging innovative ideas and granting broad powers in work.

For example, Huawei encourages employees to change jobs to enrich their professional knowledge and skills and improve their competitiveness. The organization recognizes the strengths and abilities of employees and will create ideal working conditions to develop their reserve abilities. The system of wages based on abilities and skills reinforces this incentive. Ordinary employees are promoted under the influence of objective reasons and personal success, winning in competition, and the movement of senior and middle managers is forced, and they change jobs about once every 3-5 years. The firm believes that vertical and horizontal promotions create opportunities and conditions for the development of personnel. The fact is that these movements effectively prevent the abuse of power by leaders.

As a rule, in companies, assessment and certification of personnel are carried out annually, and in some companies, simplified assessment procedures are also used every six months. Strict control and assessment of the strengths and weaknesses of the activities of employees make it possible to provide them with the necessary assistance in retraining to correct their shortcomings. If two or three times, according to the results of the assessment, the employee occupies the last place in the labor collective, then the company dismisses him.

In China, there are a number of topical problems in the theory and practice of personnel management:

• - shortage of qualified specialists. For example, in Beijing, IT companies lack 20,000 programmers. The market for professional managers in the country is still emerging and underdeveloped;
• - staff turnover in high-tech companies is much higher than in other enterprises;
• - motivation for the work of managers and management of their behavior are especially relevant in state-owned enterprises;
• - creating a reserve of managerial personnel and increasing the efficiency of the management team in companies, as well as creating harmonious and long-term relationships between employers and professional managers;
• - the facts of violation of labor legislation and the problem of its improvement is acute. For example, employees are hired and fired in violation of the law, working hours are extended without additional pay, etc.

These are the most pressing problems of personnel management in modern China.

The personnel management service in modern conditions is of particular importance: it allows you to generalize and implement a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization's personnel management system.

One of the fundamental factors in adapting an organization to modern conditions is the formation of a flexible and mobile personnel management service, which is aimed primarily at optimizing work with personnel through the introduction of new innovative technologies.

Under the administrative-command system in the Russian Federation, the personnel department performed work related to the maintenance of documents, the analysis of conflicts, the presence in courts, the payment of wages, i.e. their functions were supportive, and all major personnel decisions were made by senior management. Personnel specialists were called welfare secretaries in England, public secretaries in the USA and France. Their main functions were to organize schools and hospitals, control working conditions, resist attempts to form trade unions, mediate between the administration and workers.

Currently, in many countries there is a process of reassessment of the place and importance of the personnel management service in the enterprise. The management of enterprises in the Russian Federation is also forced to change their views on the role and importance of the personnel management service in the market.

Due to the increased importance of the work, the former personnel services are being transformed in Western firms into personnel or human resources services with broad powers and they become the "calling card" of the organization. New features bring the personnel service on a par with other leading divisions of the enterprise.

At present, the most popular employee management models used in foreign countries are the American and Japanese models of personnel management.

Human Resources in the United States most of all pay attention to the personal values ​​of each applicant and the results that can be obtained from his activities. The basis of the whole mechanism is individual indicators, individual responsibility, as well as the setting of specific short-term goals, carried out in quantitative terms. The American model of personnel management provides for the following working conditions for personnel: a decrease in the number of obligations performed by central departments and a decrease in the number of employees in administrative services; extended list of job descriptions for a large number of professions; unfixed wages (depending on the work performed); creation of "through" teams within the enterprise, which allows you to move specialists from one department to another or to vacate positions if necessary.

The Japanese model of personnel management has opposite signs. HR managers pay attention to the most potential employee, carefully studying all its negative and positive aspects, and only after that the selection of the appropriate position for the applicant is carried out.

The Japanese model of personnel management has the following features: the most important are the personal and professional qualities of the candidate, his education; the prospect of long-term work in the host organization; compliance of payment for the performed duties with the period of activity, with age, education and labor efficiency; each member of the team can take part in trade unions located within the company. One of the main features of Japanese personnel management is the lifetime employment system. Japanese companies cooperate with higher educational institutions that train specialists in the fields they need. A candidate for a position must work for a year as an intern and after a year the employee becomes a permanent employee and if he leaves of his own free will, he starts his career over again, which solves the problem of staff turnover.

However, the disadvantage of the Japanese personnel management system is the communication of management with subordinates, the encouragement of various formal and informal connections, and at the same time, workers may not have much respect for the administration, which often leads to announcements by Japanese workers of rallies. At large Japanese enterprises, personnel departments are headed by vice presidents, who occupy second places in the management hierarchy. These positions are mostly taken by young energetic people under the age of 40, who have flexible progressive thinking, a broad outlook on things, and without their participation not a single serious decision is made. The personnel management service establishes contacts with trade unions, which helps to identify and prevent possible conflicts in the enterprise, which puts the personnel service on a par with other leading divisions of the enterprise.

Currently, the personnel service in all countries, as well as in Russia, is considered as a serious professional service, since the implementation of the functions and tasks of this service requires appropriate special knowledge, skills and abilities, i.e. specialization of departments within the personnel management service is necessary. HR managers should have the right to participate in the implementation of the policy of using and developing personnel in the enterprise, in the analysis of human problems, to anticipate future needs for new jobs and the elimination of some old jobs, to study new trends in society as a result of economic, political and social processes.

The professional tasks of the head of the personnel management service are recognized: personnel development, staffing planning, personnel selection and adaptation, organization of remuneration, placement and training of personnel, advising heads of departments on personnel matters. The competence of the personnel management service includes monitoring the professional training and professional qualities of employees, which can be identified and controlled in various ways: attestation, passing qualification exams, and characteristics given by the immediate supervisor of the employee. The identification by the personnel management service of a discrepancy between the professional level of an employee and the requirements set for him by the enterprise means the need for additional professional training or transfer to another position, and possibly dismissal. The problem of vocational training or retraining of employees of an enterprise is quite complex not only from an organizational point of view, but also from an economic one. The enterprise represented by the personnel management service constantly solves the problem of optimizing the costs of additional training of employees, without reducing the quality of training. Recently, the methods and forms of work of personnel management services at enterprises are undergoing significant transformations, primarily associated with the widespread introduction of information technology. In modern conditions, in our opinion, the most priority areas of work of personnel management services are the following tasks: ensuring that the level of qualifications meets the requirements of the modern economy, where basic skills and knowledge require continuous updating; controlling rising labor costs; determining the policy of multinational corporations in the field of combining the hiring of cheap labor from foreign countries and the population of their own countries; expanding the norms governing labor and organizational relations, from compliance with labor laws to moral and ethical standards (for example, in the field of discrimination, healthy lifestyles, etc.); development of methods to support employees working on a virtual basis using telecommunications at home and not visiting the office.

The practice of modern management shows the inefficiency of formulaic solutions to complex socio-economic problems. Real economic growth is associated with the introduction of methods that ensure the implementation of new approaches to human resource management based on the integration of the interests of entrepreneurs and staff. It is innovative approaches to managing people that contribute to the growth of labor productivity and the realization of the creative potential of personnel that determine the prospects for the development of appropriate management methods. Indicators for evaluating the effectiveness of the activities of the personnel management service characterize the quality, completeness, reliability and timeliness of the performance of functional duties, taking into account the results of the organization's work. They are considered as a single basis for assessing the effectiveness of personnel. The effectiveness of the personnel management service in an organization depends on: its structuring and specification of the functions of each structural unit; interconnected work of structural divisions within the service of organic communication of the work of the personnel service with the work of the technical and economic service of the enterprise; service staffing.

Bibliography

1. Kilyakova D.A. How to organize the work of the personnel service. // Handbook of personnel management. - 2014. - No. 8. - S. 80.

2. Lagina V.A., Shakirova V.A. Organization of work with personnel and its improvement. – M.: VNIIEgazprom, 2016. – 276 p.

3. Uspenskaya E. A. Personnel service. HR Handbook. - M.: "Delo". 2013.

If we consider the experience of foreign countries in managing the personnel of an enterprise, then the Japanese style of personnel management is distinguished by a manifestation of respect for a person, which is formed through a system of lifetime employment, slight differentiation in promotion, as well as systematic training and involvement of personnel in management. The lifetime employment system is valuable in creating a sense of "everyone in the same boat" among staff. At the same time, there are many opportunities for staff to move up and increase wages. But the differentiation of workers is insignificant, so they consider conscientious work profitable. On the other hand, the emphasis on learning and empowering participation in management improves understanding of the role of one's work. These factors lead to high productivity, receptivity to innovation and, ultimately, high competitiveness in global markets.

Japanese management, based on collectivism, used and continues to use moral and psychological levers of influence on the individual today. Management specialist Hideki Yoshihara identified a number of features that characterize Japanese management.

ü Job security and the creation of a trusting environment. This leads to the stability of the workforce and a decrease in staff turnover. Job security in Japan is provided by the lifetime employment system, a phenomenon that is unique and largely incomprehensible to European thinking.

l Publicity and openness of corporate values. When all workers have access to information about the policies and activities of the firm, an atmosphere of participation and shared responsibility develops, which improves communication and increases productivity.

ü Collection of data and their systematic use to improve the economic efficiency of production and the quality characteristics of products. This is of particular importance.

b Quality-oriented management. The manager should direct maximum efforts to quality control.

ü The constant presence of management in production.

b Maintain cleanliness and order.

Japanese management can be described as a desire to improve human relationships, which includes: consistency, employee morale, employment stability and harmonization of relations between workers and managers.

The Japanese adopted modern management methods mainly from the Americans, but creatively adapted them to new conditions and the Japanese mentality. Japanese management contains a number of concepts that distinguish it from a number of management systems in other countries. The most important of them are:

Yu the system of lifetime employment and the process of collective decision-making;

Yu the concept of continuous learning, which leads to self-development;

Yu receptivity to new ideas.

In general, the Japanese system of government can be seen as a synthesis of imported ideas and cultural traditions. “Employers do not use only the labor of a person, they use it all,” is a short formula that explains the relationship between employers and wage workers.

To maintain discipline and improve the quality of work, Japanese management relies more on rewards (letters, gifts, money, additional vacations) than on punishment (reprimands, fines, dismissals). Japanese managers are extremely reluctant to resort to punitive measures. And the dismissal of an employee is allowed in cases of theft, acceptance of bribes, sabotage, cruelty, deliberate disobedience to the instructions of senior officials. Thus, personnel management becomes a strategic factor due to the need to guarantee lifetime employment.

The Japanese manager identifies himself very closely with the corporation that hired him. Many employees rarely take days off and often do not take full advantage of their paid time off because they are convinced it is their duty to work when the company needs it. Local corporations guarantee jobs for their employees and use seniority-based compensation systems to prevent employees from leaving for another firm. An employee who has transferred to another company loses his seniority and starts all over again. The lifetime employment system is based on job security and promotion. The staff is completed on the basis of personal qualities and biographical data. Loyalty is valued more than competence. When selecting applicants for senior management, the greatest importance is attached to the ability to manage people.

Since the end of the 19th century, the management system in the United States has been based on copying the English experience in organization and enterprise. To date, it has formed as an organic fusion of theoretical research and best practices. The high competitive environment and increased susceptibility to new methods contributed to the creation by the Americans of an effective strategy in the organization of personnel.

In America, it is customary that a good leader of a small company prefers to communicate directly with his subordinates and ask their opinion on many issues. If the company has a clearly defined mission, then it can effectively motivate employees and give them confidence in the importance of the work performed. In American companies, it is believed that each employee is unique, for each one should apply an individual method of management. For subordinates, it is important whether the boss helps them in everyday affairs, whether it provides them with the opportunity for career growth. For example, if one of the subordinates shows interest in leading a division, he should be explained what and how he must do in order to achieve the goal. The manager must show that he provides the opportunity for promotion to absolutely everyone and makes a choice not on the basis of personal likes and dislikes, but on the basis of clear and understandable criteria for everyone.

They can be classified as follows:

§ individual responsibility;

§ the decision is made by the head;

§ business relationships are never combined with personal ones;

§ relative autonomy of the heads of individual departments in the enterprise;

§ Lack of employee loyalty to their company;

§ straightforwardness of the leader's actions (transition to the very essence of issues, their pragmatic classification and their immediate solution).

In the United States, the spirit of individualism is very developed, in which everyone takes care of himself. The spiritual basis of American management is the Christian religion of the Protestant denomination.

The director of the American corporation General Electric, Jack Welch, very successfully formulated his 6 principles of management:

Ш perceive reality as it is, without pretensions to what it was before or what it would like to see;

Ш not to manage, but to direct;

Sh be sincere with everyone;

Ø implement changes before they become forced;

Ø not enter into competition, in the absence of a competitive advantage;

SH control your share yourself, otherwise someone else will do it for you.

There is no clearly formulated national model or concept of governance in Russia. Russian management is a symbiosis of European and Asian styles. The reasons for the lack of own management model are as follows:

short period of existence of market relations in the country;

lack of knowledge that meets international requirements and market conditions for most Russian leaders;

functioning of enterprises on "kickbacks";

criminalization of the most profitable areas of activity;

The multinationality of the country, the size of its territory and the differences in the legislation of the territorial authorities complicate the work of organizations.

In modern conditions, even a very experienced leader is not always able to objectively compare the advantages and disadvantages of solutions in the field of personnel management without the use of special tools and methods and choose the best one from them. In order to improve the efficiency of enterprise personnel management, it is necessary to study foreign styles and methods of personnel management.

It is known that well-organized management of the company is the key to its successful operation. There are various management schools: American, European, Japanese. Each of them has its own characteristics associated with the national traditions of the country.

So, for example, certain difficulties arose when trying to export Japanese management abroad. So natural for the employees of this country, the spirit of the company - the family, when Japanese managers are interested in their wards in the details of their lives that go beyond official duties, Europeans and Americans who became employees of foreign branches of Japanese firms perceived it as an invasion of privacy.

In principle, the question of which management is better: Japanese, American or European, is not entirely legitimate. The search for an optimal model can only go along the path of mutual adaptation and mutual enrichment. Companies that are able to perceive new forms and ideas, to abandon something traditional, but hindering development, receive advantages.

The following circumstance is absolutely not typical for Japan. Usually, the departure of an employee from the company means his complete isolation from his former colleagues, the severing of all friendly ties with him. It goes without saying that the departed cannot go back. There were precedents when employees who accepted offers from other firms returned after some time, and they were taken to positions not lower than those that they had previously held in this firm. At the same time, all the positive features of Japanese management, such as team orientation, mutual assistance, flexibility, informal definitions of the scope of duties and work, interchangeability in Sony are preserved. This combination allows the company to successfully operate both in the domestic Japanese and international markets.

In Japanese companies, there are two departments that, in terms of their functions and structure, do not have exact analogues in Western organizations.

One of them is the so-called department of general issues ("somu-bu"). He deals with legal matters, internal relations, relations with shareholders, government agencies, trade associations and related companies, documentation.

The other is the human resources department (jin-jibu), often an offshoot of somu-bu, and splits off from it when the company reaches a certain size. It functions as the central unit for all personnel matters.

Human resource management in Japan is more than just one of the many functions that are characteristic of any business organization; in terms of importance, it is in the same row as production, sales and finance management. It manifests a corporate philosophy and a peculiar organization of work in the private sector, which can be described by the term "industrial family".

The industrial family means that a commercial or industrial enterprise is seen not only as an economic entity, but (more importantly) as a community of people working there. For most of them, any organization to some extent personifies the image of the human family.

Employees associate their current and future social status, as well as the opportunities for physical and spiritual development, to a large extent, and sometimes completely, with their company, which takes care of people, including areas not related to the service. This entrepreneurial philosophy finds its expression in the norm (for economic reasons it is not always realized) of long-term employment and in the great importance given to seniority.

No member of the "family" should be left without concern about his future when he leaves the company, even in difficult times.

The older members of the "family" are treated with more respect than the younger ones, because long service indicates loyalty to the company and great experience - work and life.

In order for cohesion in the group to be maintained and strengthened, harmony (“wa”) must be constantly maintained in it at all levels. Instead of the verdict “you are right and he is wrong”, a compromise should always be sought.

Staff meetings are held not so much to make a decision or information about it, but to encourage participation in the affairs of the company. Informal and frequent contacts go a long way towards reaching consensus. In this context, the leader is more about maintaining harmony than pulling or pushing the group.

Since the fate of the corporation depends on the fate of everyone, equal treatment is necessary for everyone. Equal does not mean the same. There are socially accepted norms in the country that differentiate people by levels of formal education, length of service, age, position, and even gender.

All this is taken into account in the standard salary system, which covers all permanent employees. In Japanese companies, there is usually a distinction between two levels of personnel management - the company level and the individual level.

At the company level, the Human Resources department is the central unit dealing with the formal aspects of personnel management. In addition, he helps in every possible way to implement this leadership at the individual level, at which everyone and everyone - superiors, subordinates and colleagues - should deal with the personal and informal aspects of personnel work, in other words, the harmonization of interpersonal relations on the ground. The central position of the personnel department is organizationally not fixed. It is installed by the workers themselves. They usually assume that they were hired to work for the benefit of the company, and not to do a specific job, which indicates the predominance of group orientation over individual. They know that they will be transferred from one job to another, from one department to another, this will change their status in the subdivisional subgroup and the control that the subgroup exercises over them. Their membership in the company remains unchanged. In this sense, they feel constantly monitored by the personnel department.

The organizational structure of a Japanese company reflects its corporate philosophy. In the West, where the main thing is economic efficiency, the company is built on the basis of a functional division of labor and therefore gravitates towards a horizontal structure, since each department works independently, in accordance with its specialization. In Japan, where the emphasis is on personal aspects, the structure is based on mutual assistance and hierarchy, and therefore it is rather vertical.

The main divisions of the company are departments ("bu"), sections ("ka") and subsections ("kakari"). It should be noted that there is a clear distinction here between "white collar" (clerical workers) and "blue collar" (manual workers). "Jinji" means personnel management of non-unionized knowledge workers, while "Roma" refers to blue-collar unionized workers. The Human Resources Department is responsible for collecting data on the employee's activities, salary level, working conditions, etc. in related and other companies. Information is obtained through personal contacts with colleagues from other companies, as well as through visits to specialized government agencies and organizations such as the Ministry of Labor, the Japan Productivity Center, the secretariat of the trade association, and especially the Japan Federation of Employers' Associations.

Workforce planning, closely related to corporate planning, is still an exception in Japan.

Under current business conditions, the following are considered worthy:

Typically, companies carefully monitor only one long-term indicator - a balanced workforce structure. There are two reasons for this. The first is economic: every year a certain number of workers retire at the age limit (when they receive the highest salary). This significantly reduces the cost of wages, as they are replaced by inexperienced high school graduates who are the least paid in the company. The second reason is that maintaining a certain age structure makes it easier to get promoted.

Being in constant contact with other departments and knowing their annual needs, the human resources department makes projections of the workforce throughout the company for the next budget year. To do this, he must calculate the maximum number of new graduates to be hired and their initial salary. The Human Resources department forecasts expected labor costs. Finally, he puts forward his own budgetary requirements, of which recruitment, training, and special expenses are the most expensive.

Recruitment, staff training, promotion, disciplinary measures and dismissals, resolving issues related to pay and working conditions, social benefits, and labor relations are the prerogative of the personnel department. Heads of departments can make their proposals, they are consulted before a decision is made.

In Japanese companies, overtime is viewed in two ways. First, its use is more economical than recruiting additional labor to meet fluctuating demand. Secondly, it brings additional income to employees.

Overtime is not considered here as a manifestation of the incompetence of production managers or improper planning of the use of labor. With the consent of the representatives of the workers (or the trade union), they may be appointed at any time and for any period. According to the Japanese Labor Code, an employer can extend the working hours specified in Art. 7, 32, 40, or appoint work on holidays if he reaches an agreement with the trade union, when there is one and includes the majority of the employees of the enterprise, or in the absence of a trade union with persons representing the majority of employees, and submits it in writing to the administrative institution.

However, for underground or other work harmful to health, overtime must not exceed two hours per day.

As a result, in many companies, about 10-15% of the monthly salary of ordinary workers is overtime. The Human Resources Department controls overtime payments. That was the post-war tradition. However, at present, young workers tend to avoid overtime, as for them free time is often more important than additional earnings. In addition to statutory social benefits (insurance for sickness, unemployment and industrial accidents) and old-age pensions, there are many other social programs in Japanese companies.

Housing and dormitories, recreational opportunities, cultural programs, housing loans, subsidies for lunches and shopping at company stores are all centrally administered by the Human Resources Department.

The Human Resources Department also handles all benefits. For example, when a company employee relocates, he subsidizes the relocation of the whole family and looks for housing for her.

The ideal for a Japanese company is to recruit a permanent workforce of school graduates who would remain in the company until reaching the age limit. The criteria for selecting applicants are more social than economic.

A Japanese company generally believes that specialization and division of labor and an emphasis on individual efficiency can hurt the efficiency of the company as a whole. Therefore, it is group work and cooperation with an emphasis on the interests of the entire corporation that is most often encouraged.

The recruitment of workers is focused on meeting the general interests of the company, and not on the performance of a specific job in a specific place. New employees are recruited by the company, not by an individual manager. At best, the company invites new employees, designating a wide range of employment: production, sales, clerical work, etc.

Even when work becomes unnecessary, people are not fired. The company provides them with retraining and transfers them to other places or to their regional offices.

School graduates with no work experience are recruited every year so that the company can bring them to the appropriate level of qualification and assimilation of the corporate culture, while maintaining the age structure of the workforce. This is an important indicator of organizational dynamism, the ability to technical innovation.

The company's annual financial statements always show the average age of employees.

In the post-war period, the annual recruitment of workers was carried out in three main groups: secondary school (9 classes of compulsory education, a young man is 15 years old), higher school (12 years of study, age 18 years) and a four-year college (16 years of study, age - 22).

Recruitment of high school graduates today is very limited, as young people mostly go to high school, and many companies require a workforce with this level of education. High school graduates find work only in very small factories and shops.

Most high school graduates are employed in medium and large manufacturing companies as workers, some of the female graduates become assistants to clerks or salesmen in large companies in the field of trade and services. Men with university education are recruited as candidates for managerial positions. Girls who graduate from universities are not of interest to large companies, since they are likely to not work for a long time and get married at about 25 years old.

For many years, Japanese companies ignored new hires in other categories, such as graduates of two-year colleges (mostly females), vocational schools, and schools that award master's degrees. However, attitudes towards them are now changing.

Small businesses willingly recruit school graduates. It is difficult for them to attract young people with university degrees if they are not well known for being rapidly expanding thanks to the application of new technologies. Small firms have to rely on the transfer of able-bodied from other companies, inviting people with a certain work experience. They are accepted for permanent employment until April 1 (recruitment date for high school graduates). Such employees are less valued than those who come straight from school: for at least a few years after joining the company, their salary is lower, and promotion is slower.

Large companies turn to this category of workers only in exceptional cases, for example, with the rapid increase in the average age of workers, which was typical for some electrical and electronic companies in the late 60s.

Usually there is a kind of tacit agreement - not to poach qualified employees from competitors in their industry. In fact, only foreign companies use the services of recruitment agencies to identify the personnel they are interested in from competitors.

Since permanent employment involves long-term work, both graduates and companies take their choice seriously. For graduates, their first hire almost always determines their future. When changing jobs for any reason other than family circumstances or the bankruptcy of a company, society suspects either selfish motives (“he only pursues his own financial well-being”) or negative personality traits (“he does not work well with other people”). In addition, it takes time for the society to fully accept the newcomer.

When changing jobs, a person must accept lower pay and slower promotion compared to the company's staff.

Most schools organize explanatory meetings and consultations for their graduates, post company flyers on job boards, prepare company information and make recommendations. Where possible and convenient, they invite representatives of large enterprises and companies to meet with alumni to tell them about a particular industry, to inform them about companies.

The most promising graduates begin to prepare for choosing a company at the very beginning of their graduation year. This preparation includes familiarization with the activities of companies, participation in meetings held by the school, conversations with former graduates.

After studying the personal files of applicants and selecting the most worthy, they are offered to write an essay and then pass the first interview. With satisfactory results, candidates are admitted to a second interview and are sometimes tested.

Some companies also conduct group interviews where applicants discuss a given topic with applicants from other schools.

Many companies prioritize informal pre-interviews. They are conducted in the form of private conversations between applicants and old employees from the same school who work in the personnel department.

Starting from the second interview, other direct managers can also participate in it, and at the end of the selection procedures, senior officials can also participate.

After the final interview, the company makes a preliminary hiring decision and notifies those hired personally or through an old employee. This advance decision is required because it is made a few days before the applicant graduates, and a lot can happen before the formal hiring next April.

To prevent pre-acceptees from being lured away by another firm, the company maintains contact with them, for example, by holding meetings with employees of the personnel department and other employees, and sometimes with the management of the firm.

There are many court precedents that establish that a company cannot cancel a preliminary hiring decision without good reason. However, it can be canceled by the applicant if he has not given a guarantee obligation by that time (some applicants receive several such preliminary invitations).

The company has the opportunity to apply sanctions against those schools whose students regularly violate the preliminary agreement. The sanctions are to reduce the number of invitations for graduates of this school for the next year, or even completely stop the recruitment of its graduates.

It is noteworthy that the terms of employment are not discussed during the recruitment process. The company provides the school with the most general information about the state of its affairs. At best, the information states that "wage and its conditions are determined by the rules of employment of the company."

Now that the course has been taken for the worldwide use of the human factor in ensuring not just single, isolated, although sometimes sensational economic achievements, but consistently high efficiency in all spheres of social production, a radical reconstruction of the mechanism of labor motivation in our country should become one of the priorities of economic strategy. .

This task is extraordinarily difficult and, most importantly, requires a fundamentally new, non-standard, integrated approach that would make it possible to achieve a shift in the real, that is, not occasionally, but on an ongoing basis, the mobilization of the moral potential of each individual worker and labor the team as a whole.

The search for optimal options for orienting personnel to intensive labor efforts poses the problem of turning to foreign experience.

Taking into account the final indicators of the functioning of the US and Japanese economies shown to the world, it is legitimate to conclude that this experience is fraught with many temptations. It is useful, however, to precede any shift into the plane of the systems of worker management that have been established in these countries by their comprehensive study and evaluation.