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{"id":17645,"date":"2022-10-01T13:09:01","date_gmt":"2022-10-01T10:09:01","guid":{"rendered":"https:\/\/modecon.mnau.edu.ua\/?p=17645"},"modified":"2022-10-01T12:15:23","modified_gmt":"2022-10-01T09:15:23","slug":"personnel-policy-as-one-of","status":"publish","type":"post","link":"https:\/\/modecon.mnau.edu.ua\/en\/personnel-policy-as-one-of\/","title":{"rendered":"Liganenko I., Stoynova M. Personnel policy as one of the main factors of component organizations"},"content":{"rendered":"

[vc_row][vc_column][vc_column_text]<\/p>\n\n\n\n
JEL Classification<\/strong>: M5; M12
\n<\/span><\/td>\n		DOI<\/b>: https:\/\/doi.org\/10.31521\/modecon.V34(2022)-09<\/a><\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

[\/vc_column_text][vc_column_text]Liganenko Iyna<\/strong>, candidate of ec.sciences, associate professor of the Department of Economics and Management of the Danube branch of PrJSC of MAUP University, Ishmael, Ukraine<\/p>\n

ORCID ID:<\/strong> 0000-0003-0716-289x<\/a>
\ne-mail: <\/strong>ir-vit-lig@ukr.net<\/a><\/p>\n

Stoynova Maryna, <\/strong>master’s student of the Department of Management of the Danube branch of PJSC MAUP University, Ishmael, Ukraine<\/p>\n

ORCID ID:<\/strong> 0000-0003-1560-3966<\/a>
\ne-mail: <\/strong>marinastoinova@ukr.net<\/a><\/p>\n

 <\/p>\n

Personnel Policy as One of the Main Factors of Component Organizations<\/strong><\/h2>\n

\u00a0\u00a0<\/strong><\/p>\n

Abstract. Introduction<\/strong>. The main task of management in any modern organization is to find competent and qualified employees, to inspire a single goal, to rally them to achieve high economic and social results, to survive in difficult market conditions, sometimes in crisis. In management, the peculiarities of work with personnel are reflected in the personnel policy. It should be noted that this term has been used for a long time, but not every top manager can answer questions related to personnel policy.<\/p>\n

Purpose.<\/strong> The purpose of the article, to answer the questions: what personnel policy includes; what is the procedure for developing personnel policy in the organization, what personnel strategy and personnel policy have in common.<\/p>\n

Results. <\/strong>Personnel policy should be developed by the owners, top management and personnel service of the organization (enterprise). The most important direction of personnel policy is the work with the reserve of managerial personnel. Professional promotion of employees in organizations (enterprises) is based on the consideration of professional and business qualities of the employee, the results of evaluation of his work.<\/p>\n

As practice shows, there is no single point of view on the definition of the concept and essence of personnel policy. But, on the other hand, the variety of approaches to its development only creates opportunities for its justification, revision, development and improvement.<\/p>\n

Conclusions.<\/strong> The most effective personnel policy, bringing success to the organization. Relevance of the topic is obvious, if you not only know, but also understand, that the personnel is a key strategic resource of any company. How to be able to masterfully manage them in a difficult market relationship, so that they become a “flame engine” of the mechanism to achieve profit? There is no single answer, as there is no and can not be the same personnel policy. It can be right, which will be evidence of the effective development of the organization in the strategic perspective and wrong, which will lead to the collapse in the end.<\/p>\n

Keywords:<\/strong> personnel policy; open personnel policy; closed personnel policy; personnel strategy of the organization; personnel strategy; personnel potential; balance method of planning.<\/p>\n

References:<\/strong><\/p>\n

    \n
  1. Drucker, P. F (2015). The Practice of Management<\/em>. Vyl’iams : Mann, Yvanov y Ferber. 2015. 205-207 [in English].<\/li>\n
  2. Havrysh, O. A., Dovgan, L. E., Kreydych, I. M. & Semenchenko, N. V. (2017). Personnel management technologies. Kyiv : NTUU KPI imeni Ihoria Sikors’koho. 528 [in Ukrainian].<\/li>\n
  3. Vodolajska, T. O. (2014). The essence of the concept of “personnel policy of the enterprise”. Ekonomika transportnoho kompleksu<\/em>. 24. 55-64 : Retrieved from : http:\/\/elartu.tntu.edu.ua\/handle\/lib\/30523 [in Ukrainian].<\/li>\n
  4. Velychko, A. V. & Sylaiev, A. V. (2012). Peculiarities of forming the personnel policy of the organization in modern conditions. Biuleten’ Mizhnarodnoho Nobelivs’koho ekonomichnoho forumu<\/em>. 1. 2. 38-44 [in Ukrainian].<\/li>\n
  5. Yekimova, O. O. (2012). Types of personnel policy and the need to evaluate the selected type of human resource management. Teoretychni i praktychni aspekty ekonomiky ta intelektual’noi vlasnosti.<\/em> Mariupol’. 1, 3. 25 [in Ukrainian].<\/li>\n
  6. Balabanova, L. V. & Sardak, O. V. (2011) Personnel management. Tsentr uchbovoi literatury. K. : 468 [in Ukrainian].<\/li>\n
  7. Balabanova, L. V. (2011) Personnel management. Retrieved from :\u00a0 http:\/\/www.twirpx.com\/file\/544700\/ [in Ukrainian].<\/li>\n
  8. Melnychuk, D. P. (2012). Personnel audit as a factor supporting strategic decisions in the field of human capital management. Mizhnarodnyj zbirnyk naukovykh prats<\/em>‘. Zhytomyr. 2. 181-188 [in Ukrainian].<\/li>\n
  9. Drobysh, L. V. (2013). Theoretical aspects of formation and implementation of personnel policy at enterprises in modern conditions. Naukovyj visnyk Poltav’koho universytetu ekonomiky i torhivli<\/em>. 3. 287-291 [in Ukrainian].<\/li>\n
  10. Kavtysh, O. P. (2015). Personnel policy as a tool of strategic personnel management of the enterprise. Suchasni problemy ekonomiky i pidpryiemnytstva<\/em>. 16. 160-166 [in Ukrainian].<\/li>\n
  11. Barnard C. (1938) The Functions of the Executive. Cambridge, Mass. : Harvard University Press, \u0420. 60 [in English]<\/li>\n<\/ol>\n

    [\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]Received:<\/strong> 30 July 2022<\/p>\n

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    Liganenko I., Stoynova M. (2022). Personnel policy as one of the main factors of component organizations. Modern Economics, 34(2022), 63-67. DOI: https:\/\/doi.org\/10.31521\/modecon.V34(2022)-09.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
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    [vc_row][vc_column][vc_column_text] JEL Classification: M5; M12 DOI: https:\/\/doi.org\/10.31521\/modecon.V34(2022)-09 [\/vc_column_text][vc_column_text]Liganenko Iyna, candidate of ec.sciences, associate professor of the Department of Economics and Management of the Danube branch of PrJSC of MAUP University, Ishmael, Ukraine ORCID ID: 0000-0003-0716-289x e-mail: ir-vit-lig@ukr.net Stoynova Maryna, master’s student of the Department of Management of the Danube branch of PJSC MAUP University, Ishmael,
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