Роль аут-технологій у пристосуванні системи управління персоналом підприємства до трансформації відносин зайнятості на ринку праці
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Файли
Дата
2019-04-24
Автори
Хитра, Олена Володимирівна
Поліщук, Людмила Михайлівна
Khytra, Olena
Polishchuk, Liudmyla
Назва журналу
Номер ISSN
Назва тому
Видавець
Класичний приватний університет
Анотація
У статті виконано систематизацію персонал-технологій залежно від характеру розподілу персоналу та функцій управління між внутрішнім і зовнішнім середовищем організації. Розглянуто специфіку застосування запозиченої праці як нестандартної форми зайнятості на сучасному ринку праці. Обґрунтована логіка впливу аутсорсингу кадрових процесів на систему управління персоналом. Проаналізовані переваги й недоліки аут-технологій з точки зору регулювання ентропійних тенденцій у системі управління персоналом. Доведено, що аут-технології, забезпечуючи зв’язок системи управління персоналом з зовнішнім ринком праці, з одного боку, сприяють виведенню за межі системи надмірної ентропії, але водночас можуть спровокувати збільшення ентропії кадрових ризиків. З’ясовані передумови генерування синергетичного ефекту завдяки оптимальному комбінуванню переваг внутрішнього поділу праці (інсорсинг) та залучених зовнішніх ресурсів (аутсорсинг, краудсорсинг).
The article deals with the systematization of technology personnel, depending on the nature of the distribution of personnel and the management functions between the internal and external environment of the organization. The specificity of the use of borrowed labor as a non-standard form of employment in the modern labor market, which is recognized as a manifestation of its ability to self-organization in the conditions of critical deviations from system-forming parameters of demand and supply of labor has been considered. The logic of the influence of outsourcing personnel processes on the personnel management system, which provokes its removal from the state of equilibrium and is aimed at search of new efficiency criteria in the conditions of low level of control over labor force and high level of diversity in the structure of the work team. It has been proved that in connection with the use of out-technologies (as a non-typical element of the personnel management system), the whole system may undergo transformations or adaptation scenarios (increased flexibility due to maneuvers with a quantitative and qualitative staff composition) or on the basis of a bifurcation mechanism (qualitative updating due to the principle redistribution of management functions between the internal and external environment). The advantages and disadvantages of out-technology from the point of view of regulating entropy trends in the personnel management system and in the labor market have been analyzed in the article. It has been proved that out-technologies, by providing a link between the personnel management system and the external labor market, contribute to removing the limits of the growing entropy system (in the form of excessively high costs for personnel maintenance, the implementation of labor-intensive functions, the presence of non-optimally organized business processes), and, together with that, can provoke an increase in the entropy of personnel risks and undermine the integrity of the system. HR-outsourcing establishes a new character of the interdependence of the trends in the labor market (as megasystems) and human resources management (as the microsystems of each individual enterprise), and, accordingly, the preservation and growth of human capital is possible only by synchronizing self-regulatory functions of the labor market and individual enterprises. The preconditions for generating synergistic effects have been determined due to the optimal combination of the advantages of the internal division of labor (insourcing) and the attracted external resources (outsourcing, crowdsourcing).
The article deals with the systematization of technology personnel, depending on the nature of the distribution of personnel and the management functions between the internal and external environment of the organization. The specificity of the use of borrowed labor as a non-standard form of employment in the modern labor market, which is recognized as a manifestation of its ability to self-organization in the conditions of critical deviations from system-forming parameters of demand and supply of labor has been considered. The logic of the influence of outsourcing personnel processes on the personnel management system, which provokes its removal from the state of equilibrium and is aimed at search of new efficiency criteria in the conditions of low level of control over labor force and high level of diversity in the structure of the work team. It has been proved that in connection with the use of out-technologies (as a non-typical element of the personnel management system), the whole system may undergo transformations or adaptation scenarios (increased flexibility due to maneuvers with a quantitative and qualitative staff composition) or on the basis of a bifurcation mechanism (qualitative updating due to the principle redistribution of management functions between the internal and external environment). The advantages and disadvantages of out-technology from the point of view of regulating entropy trends in the personnel management system and in the labor market have been analyzed in the article. It has been proved that out-technologies, by providing a link between the personnel management system and the external labor market, contribute to removing the limits of the growing entropy system (in the form of excessively high costs for personnel maintenance, the implementation of labor-intensive functions, the presence of non-optimally organized business processes), and, together with that, can provoke an increase in the entropy of personnel risks and undermine the integrity of the system. HR-outsourcing establishes a new character of the interdependence of the trends in the labor market (as megasystems) and human resources management (as the microsystems of each individual enterprise), and, accordingly, the preservation and growth of human capital is possible only by synchronizing self-regulatory functions of the labor market and individual enterprises. The preconditions for generating synergistic effects have been determined due to the optimal combination of the advantages of the internal division of labor (insourcing) and the attracted external resources (outsourcing, crowdsourcing).
Опис
Ключові слова
аутплейсмент, аутсорсинг, аутстафінг, аут-технології, ентропія, запозичена праця, краудсорсинг, лізинг персоналу, управління персоналом, outplacement, outsourcing, outstaffing, out-technologies, entropy, borrowed work, crowdsourcing, personnel leasing, personnel management
Бібліографічний опис
Хитра О. В. Роль аут-технологій у пристосуванні системи управління персоналом підприємства до трансформації відносин зайнятості на ринку праці [Електронний ресурс] / О. В. Хитра, Л. М. Поліщук // Приазовський економічний вісник : електрон. наук. журн. / Класич. приват. ун-т. – Запоріжжя, 2019. – Вип. 2 (13). – C. 256-265. – Режим доступу: http://pev.kpu.zp.ua/journals/2019/2_13_uk/44.pdf . – Назва з екрана.