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Problem of sraff (personnel) adaptation

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Subject: BUSINESS COMMUNICATION

“PROBLEM OF STAFF (PERSONELL) ADAPTATION”

Authors: Chek Cherk Lyah

Abstract

23 pages, 2 tables, 17 sources.

The definition of the problem is the adaptation of personal in the
Publishing House “Prapor”.

Object of research–the process of adaptation of personal in the
Publishing House “Prapor”.

The purpose of work – to analyse a industrial-economic activities, a
control system and a condition of processes of adaptation in the
Publishing House “Prapor” and developing the project on perfection of
process of adaptation.

The method of research – qualitative analysis of the adaptation of
personal.

The main idea of the report is the analysis of the plan of preparation
of the personnel for leading in the project of adaptation. In this
course paper is talked about adaptation by personnel on the enterprise,
about main aspects and stages of adaptation. Here are analysed the
industrial-economic activity, the system of management and the condition
of adaptation process on the publishing house “Prapor”. Also here is
uncovered problems of adaptation, problems of the hiring and selection
the staff.

Contents

Introduction

1.Methodological characteristics of the adaptation process nowadays

1.1. Essence and main Aspects of Adaptation

1.2. STAGES of Adaptation

2. Analysis of the industrial-economic activity, the system of

management and the condition of adaptation process

2.1. Brief characteristics of the Publishing House “Prapor”

2.2. Analysis of the hiring and selecting the Staff and Adaptation

Process in the Publishing House “Prapor”

2.3. Inference of the Results after the Analysis of the hiring and

selecting the Staff

2.4. The Project of increasing the corporate Attention to Problems

of the Staff Adaptation

3. Elaboration of the improving project of adaptation in the

Publishing House “Prapor”

3.1. Standard of the Staff Adaptation

3.2. The functionary Regulations of the Expert on Adaptation of the
Personnel

3.3 The Plan and the Schedule of Introduction of the Project

3.4. The Plan of Preparation of the Personnel for Introduction of the
Project

Conclusion

Bibliography

Introduction

Adaptation is a dynamic process owing to which mobile systems of alive
organisms, despite of variability of conditions, support the stability
necessary for existence, development and continuation of a sort. The
mechanism of staff adaptation developed as a result of long evolution,
provides an opportunity of existence of an organism in constantly
varying conditions of environment. Owing to process of adaptation
preservation of a homeostasis is reached at interaction of an organism
with an external world. In this connection processes of adaptation
include not only optimization of functioning of an organism, but also
maintenance of equation in system “organism-environment”. Process of
adaptation is realized every time when in system “organism-environment”
there are significant changes, and provides formation new
гомеостатического a condition which allows to reach peak efficiency of
physiological functions and behavioural reactions. As the organism and
environment are not in static, and in dynamic balance, their parities
vary constantly and consequently, also constantly should process of
adaptation is carried out.

The definition of the problem is the adaptation in the Publishing House
“Prapor”.

In our course paper we try to analise the plan of preparation of the
personnel for introduction of the project of adaptation. In this work
we will tell about adaptation by personnel on the enterprise, about
main aspects and stages of adaptation. We tried to analise the
industrial-economic activity, the system of management and the condition
of adaptation process on the publishing house “Prapor”. Also here we
uncovere problems of adaptation, problems of the hiring and selection
the staff.

For 15 years of work the Publishing House “Prapor” faces a problem of
adaptation and a problem of management of the personnel repeatedly.
Management of the personnel of the organization for a long time is
recognized by one of “whales” of efficient control the managing subject
irrespective of scales of business and its organizational-legal forms,
efficient control the personnel becomes the mortgage of durability and
success of any commercial undertaking. In management of the personnel
one of priority directions – creation and development of systems of
adaptation of the personnel in the organization. The decision of this
problem with application of modern scientifically-practical methods
allows to level the majority of negative factors of the internal
environment of the organization in the field of group dynamics of
collective, labour productivity, turnover of staff and other defining
parameters of activity of firm.

Nevertheless in modern Ukraine not enough attention is given these
problems noticeably. Unlike world experience, in Ukraine of the
organizations with the solved problems of corporate culture and, as its
components, systems of adaptation of the personnel, no. Same concerns
also to branch of a press in which carries out the activity the
Publishing House “Prapor”.

1.Methodological characteristics of the adaptation process nowadays

In this chapter will be described the adaptation with its essence, main
aspects, stages and methods. It will be uncovered the essence of the
process of the mutual adaptation or labour adaptation between employee
and organization, and employee with collective. In this chapter will be
turned our attention to the organizational mechanism of management of
process of adaptation as key condition of its successful realization and
to an importance of a problem of management of innovations.

1.1. Essence and main aspects of adaptation

The modern organizations in which business of management is well put,
consider, that the engaging of suitable people is only the beginning.
For the blessing of the organisation the management should work
constantly above the increase of potential of the staff. Development of
the staff, increase of potential leads to growth of labour productivity
and profitableness of the enterprise.

For development of potential of a labour use following methods:

– professional orientation and social adaptation in collective;

– an estimation of industrial activity;

– system of compensation;

– professional training, instruction, improvement of professional skill;

– – promotion;

– management of career.

One of problems of work with the personnel in the organization at
attraction of the staff is management of labour adaptation. There is
their mutual adaptation during interaction of the worker and the
organisation which basis is made with gradual occurrence of workers in
new professional and social – economic working conditions.

Adaptation is a mutual adaptation of the worker and the organization,
based on gradual work-in the employee in new professional, social and
organizational-economic working conditions.[1;32] Again gone to work
simultaneously employee joins inside in the system of organizational
attitudes, borrowing in it several positions simultaneously. To each
position corresponds to set of requirements, norms, the rules of
behaviour defining a social role of the person in collective as the
worker, the colleague, The subordinate, the head, a member of collective
controls, a public organisation, etc. From the person borrowing each
named positions, the behaviour corresponding it is expected. Acting for
work in this or that organization, the person has definite purposes,
needs, norms of behaviour. According to them the employee makes the
certain demands to the organization: to working conditions and its
motivation. The process of the mutual adaptation or labour adaptation of
the employee and the organization by that will be more successful, than
in a greater degree of norm and value of collective are or become norms
and values of the separate employee, than more quickly and better it
accepts, acquires the social roles in collective.

Two directions of adaptation are allocated:[2;114-116]

– primary, i.e. the adaptation of the young employees who are not
having experience of professional work (as a rule, it is a question in
this case of graduates of a various level);

– secondary, i.e. the adaptation of the employees having experience of
professional work (as a rule, changing object of activity or the
professional role, for example, passing in a rank of the head).

It is necessary to note, that the role of secondary adaptation increases
in conditions of formation and functioning of a labour market. On the
other hand, it is necessary for domestic personnel services to address
to experience of foreign firms which give traditionally enhanced
attention of primary adaptation of young employees. This category of
workers requires special care of them from administration.

In the theoretical and practical plan some aspects of adaptation are
allocated:[3;35-36]

– psycho-physiological is the adaptation to the new physical and
psychological loadings and physiological working conditions;

– socially-psychological is the adaptation to rather new society, norms
of behaviour and mutual relations in new collective;

– professional is the gradual completion of labour abilities
(professional skills, additional knowledge, skills of cooperation,
etc.);

– organizational is the mastering of a role and the organizational
status of a workplace and division in the general organizational
structure, and also understanding of features of the organizational and
economic mechanism of management of firm.

There is a development of set of all conditions during
psycho-physiological adaptations which rendered various
psycho-physiological influence on the worker during work. It is
necessary to carry to these conditions: physical and mental loadings, a
level of monotony of work, sanitary-and-hygienic norms of industrial
conditions, a rhythm of work, convenience of a workplace, external
factors of influence (noise, light exposure, vibration, etc.). During
social adaptation-psychological there is an inclusion of the worker in
system of relations of collective to its traditions, norms of a life,
valuable orientations. During such adaptation the employee receives the
information on system of business and personal mutual relations in
collective and separate formal and informal groups about social
positions of separate members of group. It perceives this information
actively, correlating it with the last social experience and with the
valuable orientations. There is a process of identification of the
person or to collective as a whole at acceptance by the employee of
group norms or with any formal or informal group Professional adaptation
is characterized by additional development of professional opportunities
(knowledge and skills), and also formation of professionally necessary
qualities of the person, the positive attitude to the work. As a rule,
satisfaction work comes at achievement of the certain results, and the
last come in process of development by the employee of specificity of
work on a concrete workplace.

During organizational adaptation the employee gets acquainted with
features of the organizational-economic mechanism of management of firm,
a place of the division and a post in the general system of the purposes
and in organisational to structure. At the given adaptation at the
employee the understanding of own role in the general production should
be generated. It is necessary to allocate one more important and
specific party of organizational adaptation. This is readiness of the
employee to perception and realisations of innovations (technical or
organisational-economic character). Despite of distinction between
aspects of adaptation, all of them are in constant interaction,
therefore managerial process demands presence of uniform system of tools
of the influence providing speed and success of adaptation.

Success of adaptation depends on the whole row of conditions. The main
things from which are:

– a qualitative level of work on professional orientation of potential
employees;

– objectivity of a business estimation of the personnel (both at
selection, and during of the labour adaptation of workers);

– work of the organizational mechanism of management of process of
adaptation;

– prestige and appeal of a trade, work on the certain speciality in the
given organisation;

– features of the organisation of the work which realising a
motivational installations of the employee;

– presence of the fulfilled system of introduction of innovations;

– flexibility of system of training of the personnel which operated
inside of the organization;

– features of the socially-psychological climate which has developed
in collective;

– the personal properties of the adapted employee connected with its
psychological features, age, the marital status, etc.

Especially it is necessary to stop on a question of the organizational
mechanism of management of process of adaptation as key condition of its
successful realization. Non-work of the given mechanism for the domestic
organisations is one of the main reasons of pretentiousness of
management of adaptation and slogan declaration of its necessity.

Management of labour adaptation demands the study, first of all, of
three organizational elements:

– structural fastening function of management of adaptation;

– technology of managerial process of adaptation;

– a supply with information of this process.

As possible organizational decisions of a problem of structural
fastening functions of management by adaptation the following can be
offered:

1) Allocation of corresponding division (a group, a department) in
structure of control systems of the personnel. More often functions on
management of adaptation are a part of division on training the
personnel.

2) Distribution of the experts who engaged in management of adaptation,
on divisions (to shops, departments) or to groups of divisions. In this
case the expert on the personnel becomes the curator of the certain
divisions. It is necessary to notice, that the expert on management of
adaptation can be as the employee of one of divisions of a control
system of the personnel, and the employee of other functional division
prepared for this role.

3) ) Development of preceptor ship which is forgotten in the domestic
organizations last years. Foreign firms consider the preceptor ship as
actively application of the form of trust to the skilled employee, and
also as the certain stage in its service promotion. Thus preceptor ship
is supported by material stimulus. . As instructors can heads, and the
young employees who worked of some years and have positively proved can
act as skilled workers with the experience. This experience originating
in Japan, successfully develops in last years in the European firms.

4) Development of structural interrelations of a control system by the
personnel (in particular, divisions of management of adaptation) with
service of the organization of management. In many foreign firms this
service is structurally included in system of controlling. A subject of
functional interrelations between divisions of management of adaptation
and the organizations of management are mainly questions of forms and
principles of the organisation of work, system of introduction of
innovations, etc.[4;68-69]

It is necessary to pay attention to importance of a problem of
management of innovations. The thought over realisation of the given
function becomes the factor of successful adaptation of workers to new
conditions. As possible organizational decisions on technology of
managerial process by adaptation the following can be offered:

– the organisation of seminars, rates, etc. on various aspects of
adaptation;

– carrying out of individual conversations of the head, the instructor
with the new employee;

– intensive short-term rates for the heads for the first time entering
this post;

– carrying out organizational-spadework at introduction of innovations;

– special rates of preparation of instructors;

– use of a method of gradual complication of the tasks which are
carried out by the new worker. The control over the constructive
analysis of the mistakes admitted at performance of tasks is
simultaneously necessary. Expediently thus to think over system of
additional encouragement of the employee for the successful decision of
tasks in view;

– performance of single public assignments for an establishment of
contacts of the new worker with collective;

– performance of single assignments on the organization of work of
controls (a production meeting, board of directors, etc.);

– preparation of replacement of the staff at their rotation;

– carrying out in collective of division of special role games on
rallying employees and development of group dynamics.

Besides this, it is necessary to pay attention to realization of
principles of the organisation of the work which are rendered
motivational influence on the personnel and facilitated process of
adaptation of employees. It is possible to carry to such principles of
the organization of work:

– creation of target problem groups, creative brigades, a variation of
their structure, time and a problematic of work;

– definition of a rational degree of freedom of a mode of work, wide use
of an accord principle of work;

– optimum duplication of problems of divisions, introduction of
competitive divisions, projects, etc.;

– publicity of results of work (both group, and individual);

– participation of workers in management (use of methods of group
development of decisions, collective participation in development of
strategic programs, delegation of powers and the responsibility, etc.);

– carrying out of meetings with rational periodicity and duration;

– rational use of the arising referential groups;

– use of creative methods of development of decisions;

– maintenance of a feedback with administration and colleagues
concerning the reached results of work and adequacy of their
estimation.[5;83]

The centre of gravity of a supply with information of process of
adaptation lays on gathering and an estimation of parameters of its
level and duration. These parameters conditionally share on objective
and subjective. To objective what characterise efficiency of labour
activity concern, activity of participation of employees in its various
spheres.

Besides this, parameters of adaptation are subdivided on an accessory to
one of its aspects, for example, to professional aspect (conformity of
qualifying skills to requirements of a workplace); to
socially-psychological (a degree of conformity of behaviour of the
person to the norms which have developed in given collective); to
psycho-physiological (a degree of fatigue, a level of a nervous
overload).

Subjective parameters characterise satisfaction of the employee work as
a whole or its separate displays. They are subdivided similarly
objective on an accessory to one of aspects of adaptation and define own
estimation the worker. Exactly, the attitude to a trade and
qualification; attitudes with collective of employees, with a
management; state of health, conditions and weight of work;
understanding of a role of individual problems in the decision of the
general problems of the organization. Gathering and processing of the
information on a level and duration of adaptation is expedient for
spending within the limits of procedure of a current business estimation
of the personnel. Here difference consists that in relation to new
employees procedure of a business estimation should have higher
periodicity within the limits of term of adaptation. For the domestic
organizations the main problem of a supply with information of
adaptation consists in necessity of accumulation of normative parameters
of a level and duration of adaptation. The conclusion about its
successful carrying out is done on the basis of comparison of actual and
normative parameters.

1.2. Stages of adaptation.

Each enterprise or its collective possesses specific, only to it
inherent features on which account successful or less successful work of
collective as a whole depends. Procedures of adaptation of the personnel
are called to facilitate occurrence of new employees during a life of
the organization. Practice shows that 90 % of the people discharged from
office within the first year have made this decision already in the
first day of the stay in the new organisation . As a rule, the beginner
in the organization collides from greater quantity of difficulties which
great bulk is generated by absence of the information on the operating
procedure, the location, features of colleagues, etc. That is special
procedure of introduction of the new employee in the organization can
promote removal of a lot of the problems arising in the beginning of
work. Conditionally process of adaptation can be divided into four
stages:

Stage 1.

The estimation of a level of readiness of the beginner is necessary for
development of the most effective program of adaptation.

If the employee has not only special preparation, but also an
operational experience in similar divisions of other companies, the
period of its adaptation will be minimal. However it is necessary to
remember that even in these cases in the organisation variants of the
decision of problems already known to it are possible unusual for it. As
the organizational structure depends on some parameters such as
technology of activity, an external infrastructure and of the personnel.
The beginner inevitably gets to some extent in a situation unfamiliar to
it. Adaptation should assume both acquaintance to industrial features of
the organization, and inclusion in communicative networks, acquaintance
to the personnel, corporate features of the communications, etc.

Table 1.1. Distribution of duties on orientation [6;76-78].

Functions and actions of the organizationDutiesOf the direct headOf the
manager of the personnelDrawing up of the program of the
orientationCarries outassistsAcquaintance of beginners with firm and its
historyCarries outCarries outthe Explanation of problems and
requirements which are shown to workCarries outFunctions and actions of
the organizationDutiesOf the direct headOf the manager of the
personnelPut beginner in the work groupCarries outStimulation the help
to beginners from the experienced employeesCarries out

Stage 2. Orientation.

Orientation is the practical acquaintance of the new employee with its
duties and requirements which are presented by organization. To this
work are attracted not only direct heads but also managers of personnel.
As usually the duties are distributed like we see in the table 0.1.
Usually the program of orientation consists of the row of not big
lectures, excursions, practices (the work on the some work places or
with some equipment).

Stage 3. Actually adaptation.

This stage consists in the adaptation of the recruit to its status and
in the inclusion of the recruit in relation with collective. In limits
of this stage necessary to give the recruit a opportunity to be active
in different shares, to check in itself the given knowledge about
organization. It is important, in this stage, to give a maximum help to
recruit, regularly to conduct the appraisal of effectiveness of activity
and peculiarities interactions with colleges.

Stage 4. Functionality.

This is the last process of adaptation. It is characterized by gradual
decision of productive and interpersonal problems. It also characterized
by crossing to the stable work. As a rule, this process of adaptation
comes after 1-1.5 years of the work . If it process is regular, it will
be more effective in few months of work.

In this chapter we considered methods for development of potential of a
labour power. Also it were noted two directions of adaptation and some
aspects of adaptation. We showed the success of adaptation depends on
the row of conditions. It were offered organizational decisions of
problem of structural fastening functions of management of adaptation.
Also it were offered possible decisions on technology of managerial
process of adaptation. Besides this, we paid attention to realization of
principles of the organization of the work which are rendered
motivational influence on the personnel and facilitated process of
adaptation of employees. On example table 1.1., we showed distribution
of duties on dentition.

2. Analysis of the industrial-economic activity, the system of

management and the condition of adaptation process

In this chapter we will give the inormation about the Publishing Hause
“Prapor”. The main industrial problem of the Publishing House “Prapor”
– satisfaction of needs of the market in release of the various book and
periodic literature, and also in manufacture of other kinds of the
printed matter corresponding a structure of a printing house. After the
brief characteristics of the PH “Prapor” will be given the analysis oh
hiring and selection staff. Planning of the personnel in the
organization actually is absent. The list of staff and funds of a
payment affirm annually. On selection of the personnel the Publishing
House does not resort to services of specialized firms.

The Adaptation sutuation in the PH“Prapor” will be described. Such a
difficuld situation will show that the process of adaptation has to be
improved. Purpose of development of the project which character can be
defined as mainly social, is increase of corporate attention to problems
of adaptation of again staying personnel, decrease in turnover of staff,
growth of satisfaction by work.

2.1. Brief characteristics of the Publishing House “Prapor”

The Publishing House “Prapor” is opened joint-stock company, the
polygraphic enterprise created in 1991. Its history totals 11 years in
the market of polygraphic works in Ukraine, and the organization
continues development and expansion of activity, rendering any more only
polygraphic services to publishing houses, but also making own editions,
the consumer goods.

The main industrial problem of the Publishing House “Prapor” –
satisfaction of needs of the market in release of the various book and
periodic literature, and also in manufacture of other kinds of the
printed matter corresponding a structure of a printing house.

The open joint-stock company the society which actions are distributed
among its founders or other, in advance certain circle of persons
admits. Such society has the right to spend the open subscription to
actions let out by it or to offer them for purchase to a unlimited
circle of persons. The Publishing House “Prapor” specializes basically
on release of the art, study of local lore literature, dictionaries,
directories. [7; interview]

2.2. Analysis of the hiring and selecting the staff and adaptation
process in the Publishing House “Prapor”

Planning of the personnel in the organization actually is absent. The
list of staff and funds of a payment affirm annually. On selection of
the personnel the Publishing House does not resort to services of
specialized firms. Each post (trade) of the list of staff has the
corresponding duty regulations corresponding ETKS. The competition of
candidates at selection of the staff on vacant posts practically is not
present. Exception is made with a trade “printer” owing to the highest
wages. Selection is made according to a work-record card of the
candidate. The requirement of recommendations, characteristics from the
previous place of work, gathering of the information on candidates does
not practise. With employed the typical labour contract consists.

The basic directions of perfection of selection and hiring of workers
can be development of an individual approach to the candidate, carrying
out of testing at employment, application of a trial period, an
individualization of the labour contract regarding granting guarantees
and indemnifications, payments of the most valuable employees. Process
of adaptation of the personnel in the Publishing House “Prapor” is
ignored. So, there is no technology of adaptation, the documentation on
process of adaptation, there is no expert which official duties would
include functions on adaptation of new workers. The institute of
preceptorship is not developed. Thus, process of adaptation should be
constructed from the basis.

The estimation of candidates at employment actually is not made by ways
others, rather than documentary acknowledgement of qualification. During
work periodic certification of the personnel to which surcharges for
harmful working conditions (printers, type-setters, programmers, etc.)
are appointed is spent, And also certification with a view of:

– planning and carrying out of actions on protection and working
conditions according to operating normative legal documents;

– certifications of industrial objects on conformity to requirements on
a labour safety;

– decisions of a question on communication of disease with a trade at
suspicion on occupational disease, establishments of the diagnosis of an
occupational disease, including at the decision of disputes,
disagreements in the judicial order;

– considerations of a question on the termination (stay) of operation of
shop, a site, the industrial equipment, change of the technologies
representing direct threat for a life and (or) health of workers;

– inclusions in the labour contract (contract) of working conditions of
workers;

– acquaintance working with working conditions on workplaces;

– applications of is administrative-economic sanctions (measures of
influence) to guilty officials in connection with infringement of the
legislation on a labour safety.

To an estimation of the personnel it is possible to consider the
approach traditionally limited and demanding perfection with a view of
optimization of an estimation at a stage of selection of the personnel.
[8;48-51]

2.3. Inference of the results after the analysis of the hiring and
selecting

the staff

The publishing House “Prapor” has set while not used opportunities of
improvement of the financial, economic and social condition. There are
positive tendencies – updating of working machines and the equipment,
development of the thought over system of a payment and awarding. At the
same time, the general condition of means of work unfavourably – the
degree of deterioration of the basic means is great, the supply with
information of management is ineffective, the organizational structure
of a printing house demands completion. The approach to loan of means
can be reconsidered also. Practically others are not developed, except
for material, ways of stimulation and adaptation of the personnel,
consequence of that, apparently, became high fluidity of again accepted
workers and “ageing” of collective. [9;114-115]

The further studying of questions of adaptation of workers in collective
can be directed on development of the project of perfection of system of
adaptation of the personnel and calculation of economic efficiency of
such project, development of concrete actions on its introduction.

As the basis for fulfilment of process of adaptation of the staff
objective necessity of creation at the enterprise of effective system of
adaptation of the personnel which by the moment of a writing of the
given work actually is absent has served. But such necessity for a long
time has ripened. So, the parameter of turnover of staff reaches 3,1 %
(one worker has already left three newcomers – 33 %). Relative density
of workers of a pension age – among workers-men – 15 %, as a whole on a
printing house – 14,5 % is great enough. Ageing of collective can speak
low enough parameter of average earnings

2.4. The project of increasing the corporate attention to problems of
the

staff adaptation

Purpose of development of the project which character can be defined as
mainly social, is increase of corporate attention to problems of
adaptation of again staying personnel, decrease in turnover of staff,
growth of satisfaction by work. Via these factors the system of
adaptation will render positive influence on achievement economic and is
industrial-commercial objectives the organizations. Design offers
consist in development of following documents:

1. The standard of adaptation of the personnel

2. The Duty regulations of the expert on adaptation of the personnel

3. The plan and the schedule of introduction of the project

4. Calculation of social and economic efficiency of the project

5. The plan of preparation of the personnel to introduction of the
project [10;32]

Basis for development of the project is necessity of creation at the
enterprise of effective system of adaptation of the personnel which by
the moment of a writing of the given work actually is absent has served.
The parameter of turnover of staff reaches 3,1 % (one worker has already
left three newcomers – 33 %). Relative density of workers of a pension
age – among workers-men – 15 %, as a whole on a printing house – 14,5 %
is great enough. Ageing of collective can speak low enough parameter of
average earnings. The project for achievement of an object in view
should be under construction in view of the situation which have
developed in the Publishing House operating of methodical base, safety
requirements of work, conditions labour and the collective agreement of
the organization, achievements of a modern science. So, the Standard of
adaptation of the personnel should contain the detailed rules of process
of adaptation with breakdown on stages and the detailed description of
purpose of each of them. The list of functions of management of
adaptation of the personnel should reveal functional interrelations of
divisions of the organization during functioning system of adaptation.

The duty regulations of the expert on adaptation of the personnel
regulates activity of the expert and contains requirements to the worker
replacing this post. It is made on the basis of deep studying work on
the given post with definition of concrete requirements to the worker
concerning its knowledge, experience, skills (the personal
specification). Contains sections: the general parts, the purposes,
functions, the information, the rights, the responsibility. [11;35-36]

The operational program of functions of management of adaptation of
workers is called to break process of adaptation of workers and sequence
of actions of various persons and divisions within the limits of
functioning system of adaptation. Calculation of social and economic
efficiency of the project pursues the purpose of an estimation of
economic benefit of its introduction and quality standard of the remote
social and economic consequences.

The plan of preparation of the personnel to introduction of the project
is made in view of the requirement of creation at the personnel of a
positive image of system of adaptation, positive expectations and
readiness fully to participate in realization of process of adaptation
of the personnel.

In the second chapter we opened the problem of adaptation in Publishing
House ‘Prapor’. The main problem is that there is no technology of
adaptation, the documentation on process of adaptation, there is no
expert which official duties would include functions on adaptation of
new workers. The institute of preceptorship is not developed. Thus,
process of adaptation should be constructed from the basis. The
operational program of functions of management of adaptation of workers
is called to break process of adaptation of workers and sequence of
actions of various persons and divisions within the limits of
functioning system of adaptation. Calculation of social and economic
efficiency of the project pursues the purpose of an estimation of
economic benefit of its introduction and quality standard of the remote
social and economic consequences.

3. Elaboration of the improving project of adaptation in the Publishing

House “Prapor”

This chapter reviews the elaboration of the improving project of
adaptation in the Publishing House “Prapor” stage by stage on
corresponding standards of the staff adaptation, also will be opened the
functionary regulations of the expert on adaptation of the personnel,
the plan and the schedule of introduction of the project, and also will
be shown the plan of preparation of the personnel for introduction of
the project.

3.1. Standard of the staff adaptation

Stage 1. Acquaintance with industrial peculiarities the organizations,
inclusion in communicative networks, acquaintance to the personnel,
corporate peculiarity of communications, corporate ethics, rules of
behaviour.

Stage 2. Practical acquaintance of new worker to the duties and
requirements which to him are shown from the organization. The direct
head spends acquaintance of beginners with firm and its history,
personnel selection, conditions of work and rules, explains problems and
the requirements shown to work, enters the worker into working group,
encourages the help to beginners from skilled workers. [12;69-74]

The program of orientation includes a number small lectures, excursion,
practical works (work on certain workplaces or with the certain
equipment). Are without fail made instructing under the safety
precautions and a labour safety.

During carrying out of the program of orientation following questions
should be mentioned:

1. The general representation about the company

2. A policy of the organization

3. The Payment

4. Side benefits

5. The Labour safety and observance of the safety precautions

6. The worker and its attitudes with trade union

7. The Consumer services

8. Economic forces

After passage of the general program of orientation the special program
in which following questions can be mentioned can be lead:

1. Functions of division

2. Working duties and the responsibility

3. The demanded reporting

4. Procedures, rules, instructions

Stage 3. Effective adaptation. For increase of efficiency of effective
adaptation to the beginner the instructor is appointed.

A stage 4. Functioning. Process of adaptation comes to the end with this
stage, it is characterized by gradual overcoming industrial and
interpersonal problems and transition to stable work.

The standard of adaptation can assume also testing of beginners for
adaptation in group, for example, with application of the questionnaire
which allows to reveal type of behaviour of the individual in group.

As a parameter of type of the given perception the role of group in
individual activity perceiving acts:

· the Individual perceives group as a handicap of the activity or
concerns to it neutrally. The group does not represent independent value
for the individual. It is shown in evasion from joint forms of activity,
in preference of individual work, in restriction of contacts. This type
of perception can be named the individual of group
“individualisticheskim”.

· the Individual perceives group as the means promoting achievement of
those or other individual purposes. Thus the group is perceived and
estimated from the point of view of its “utility” for the individual. Is
preferred more competent members of the group, capable to assist, incur
the decision of a challenge or to be a source of the necessary
information. The given type of perception can be named the individual of
group “pragmatical”.

· the individual perceives group as independent value. On the foreground
for the individual problems of group and its separate members act,
interest as in successes of each member of group, and group as a whole,
aspiration to bring the contribution to group activity is observed. The
need for collective forms of work takes place. This type of perception
can be named by the individual of the group “collectivistic”.

On the basis of three described hypothetical “types” of perception the
individual of group had been created the special questionnaire revealing
prevalence of this or that type of perception of group at the
investigated individual. [13;103-105]

The questionnaire consists from 10 items-judgements containing three
alternative choices. In each item of the questionnaire of alternative
are randomized. Each alternative corresponds to the certain type of
perception the individual of group. On each item of the questionnaire
examinees should choose the alternative most suitable them according to
the offered instruction. On the basis of answers, examinees by means of
“key”, calculation of points on each type of perception is made.
Prevailing consider the type of the perception which has typed the
greatest quantity of points.

3.2. The functionary regulations of the expert on adaptation of the

personnel

The expert on adaptation of the personnel in the Publishing House
«Prapor» should know organizational structure of Open Society,
technological features and needs of manufacture, corporate requirements
to work and ethics, psychological features of process of primary and
secondary adaptation.

The expert should manage with basics of psychology on adaptation in
group, abilities of suggestion and belief in the importance of
adaptation, skills of recognition of the concealed problems of
adaptation and the reasons of their origin.

The expert should be able to reveal and resolve conflict situations
before deep crisis, the way out of which can become dismissal of the
worker, falling of a labour discipline, labour productivity; to find out
internal reserves of fast and free adaptation of new workers in
collective.

The expert should supervise periodically process of adaptation in the
organization, develop explanatory work, consultations, lectures, « round
tables », to inform about necessity of actions on adaptation for all
workers of the organization.[14;85-88]

The typical functionary regulations of the expert on adaptation of the
personnel in the Publishing House «Prapor» can look as follows:

THE FUNCTIONARY REGULATIONS

1. The general part

1.1. Department – a personnel department

1.2. Full name of a post – the inspector on adaptation of the personnel

1.3. The post is subordinated and receives orders and instructions from
the chief of the personnel department

1.4. You can receive additional orders from heads of groups of
inspectors, of functional groups of a staff department.

1.5. The post gives the order and methodical instructions to all
subdivisions of the organization within the limits of the competence.

1.6. Work in the given post demands from the worker:

Features of strengthening in a postRequirementsEducationHigher
educationSpecialityThe psychologist and/or the expert on workThe minimum
work experience in a speciality-

2. Purposes

The management of the organization for the given post has put forward
the following purposes:

2.1. The organization and current regulation of actions on adaptation of
the personnel

2.2. Consultation of workers and officials on problems of adaptation.

3. Functions

The list of functionsPeriodicity and term of execution1.The
organization of training of heads of subdivisions on problems of
adaptationMonthly – during term of introduction of the project and in
the first year of its application;

As required, but not less often than two yearly – the next
years2.Consultation of workers on social, economic, psychological,
juridical questions of adaptationAs required – in the individual and
group order3.Drawing up of plans of measures on adaptation of the
personnelAnnually – in the end of year for the next calendar
year4.Drawing up of the report on results of activityQuarterly, more
often – by requirement of the head of the organization or one of
subdivisions

4. Information

4.1. Performance of official duties assumes information interchange with
all subdivisions:

Receiving DeliveringThe content of the informationThe formTerm and
periodicity of receivingThe content of the informationThe formTerm and
periodicity of delivery1234561. The notice on presence of conflicts or
other problems in a realization of planned arrangements on
adaptationMemoAs required1. A plan of arrangements within the limits of
the program of adaptation for a yearPlan of arrangementsAnnually – in
the beginning of year2. The request for carrying out of
trainingInquiryAs required2. Data on optimization of processes of
adaptation of new workers for subdivisionsRecommendations, methodical
materialsAs required3. Data on turnover of staff and other qualitative
and quantity characteristics of success of adaptationThe report on
turnover of staffAs required, but not less often than 1 time a quarter3.
The report on the done work and resultsThe reportAs required, but not
less often than 1 time for a quarter4. The request for consultation from
the workerOralAs required4. Answers to questions of
workersOral/writtenAs required

4.2. You are obliged to note an account log of worker’s references for
consultation, log of actions within the limits of the program of
adaptation of new workers, personal cards of the workers, who applied
for consultations or with complaints with reflection in them of results
of done work.

5. The rights

5.1. To offer actions within the limits of the program of adaptation of
the personnel

5.2. To initiate consideration by a management of problems of adaptation

5.3. To organize training the staff

5.4. To adopt experience of other organizations

5.5. To develop and put forward under consideration to a management a
methodical materials on problems of the adaptation, addressed to heads
of subdivisions and the organization, the collective, separate workers.

5.6. To initiate imposing discipline penalties on workers or the
officials, who interfere with the processes of adaptation of the new
personnel.

6. The responsibility

6.1. On the given post you account for poor work, delays in realizations
of the established purposes, incomplete use of the given rights.

6.2. Your work is estimated by the direct head on the basis of data
about turnover of staff, quantity and content-richness of the hold
actions, responses of the workers who have applied for consultation.

7. Additions and changes[15;74-76]

3.3 The plan and the schedule of introduction of the project

The project, in our opinion, can be introduced within a year. This time
is required on creation of service of adaptation (attraction of the
expert or investment of one of inspectors of a staff department
corresponding functions); on creation at workers of a positive image and
positive expectations from introduction of system of adaptation; a
choice of instructors and their instructing; creation of the program of
actions on adaptation and the evident information in this sphere.[16]

The table 3.2. The schedule of introduction of the project for the
Publishing House «Prapor» in 2008 year.

MonthActionJanuarySelection of the expert on adaptations, the statement
of the standard of adaptation and the functionary regulations of the
expertFebruaryEstablishment of instructors, training of
instructorsMarchExplanatory work in the organization,

Creation of a corporate standard of work,

Efficient formulation and explanation to collective of the purposes of
the organization, both long-term, and current,

Evident propaganda,

Instructing of workers,

Enhancement of a financial interest in work,

Detection of a role of the individual in a group,

Interrogation of workers for their readiness for introduction of system
of adaptationAprilMayJuneJulyAugustSeptemberOctoberNovemberDecember

3.4. The plan of preparation of the personnel for introduction of the

project

Preparation of the personnel for introduction of the project assumes the
creation of a positive image of actions of the project for each worker,
development of understanding of its importance not only for again
arriving workers, but also for all workers of the organization, whereas,
fast adaptation and a low parameter of turnover of staff promotes the
growth of labour productivity and a production efficiency.

The plan of preparation of the personnel to introduction of the project
should correspond on terms and a set of actions to the schedule of
introduction of the project (see above):

[17;22-28]

ActionThe responsible executorTermsSelection of the expert on
adaptationThe personnel department managerThe first stage of
introduction of the projectThe statement of the standard of
adaptationThe personnel department managerThe first stage of
introduction of the projectThe statement of the functionary regulations
of the expertThe personnel department manager, directorThe first stage
of introduction of the projectEstablishment of instructors, training of
instructorsThe personnel department manager, the expert on adaptationThe
first stage of introduction of the projectExplanatory work in the
organizationThe expert on adaptationConstantlyCreation of a corporate
standard of workDirector, the expert on adaptations,
collectiveConstantlyEfficient formulation and explanation to collective
of the purposes of the organization, both long-term, and
currentDirectorConstantlyEvident propagandaThe expert on
adaptationConstantlyInstructing of workersThe expert on adaptation,
heads of divisions, instructorsConstantly Enhancement of a financial
interest in workDirector, financial service, the expert on
adaptationConstantly (revision not less often, than one time in 2-3
years)Detection of a role of the individual in a groupThe head of
subdivision, the direct head of the worker, the expert on
adaptationConstantlyInterrogation of workers for their readiness for
introduction of system of adaptationThe expert on adaptationAnticipates
introduction of the project

In this chapter was opened the elaboration of the improving project of
adaptation in the Publishing House “Prapor”. And we can draw a
conclusion that there are four stages of standard of the staff
adaptation: acquaintance, practical acquaintance of new worker to the
duties and requirements, effective adaptation and functioning.

The second stage of the standard includes the program of orientation
during the carrying out of which should be mentioned the following
questions:

1. The general representation about the company

2. A policy of the organization

3. The Payment

4. Side benefits

5. The Labour safety and observance of the safety precautions

6. The worker and its attitudes with trade union

7. The Consumer services

8. Economic forces

After this program of orientation could be carried out the special
program.

The standard of adaptation can assume also testing of beginners for
adaptation in group, which allows to reveal one of the three types of
behaviour of the individual in group: “individualisticheskim”,
“pragmatical” or “collectivistic”.

In the functionary regulations of the expert on adaptation of the
personnel there are many duties, which the expert should be able to do
and to control.

The functionary regulations consist of the general part, purposes,
functions, information, rights, responsibility, and additions and
changes.

In this chapter was shown the possible plan and schedule of
introduction of the project for the Publishing House «Prapor» in 2008
year.

And we can notice that the plan of preparation of the personnel to
introduction of the project should correspond on terms and a set of
actions to the schedule of introduction of the project.

Conclusion

During course paper we have tried to find the cause of problem of
adaptation of personal at the base enterprise – the Publishing House
“Prapor”, and we have considered that this problem based on modern
approaches to systems of adaptation of the staff. Work pursues the
purposes of creation of effective system of adaptation in the
organization providing decrease of turnover of staff, growth of labour
productivity, motivation, social guarantees for the personnel. Overall
objectives of work can be named:

· decrease in negative labour parameters due to formation of corporate
labour culture and healthy competition during work;

· maintenance of manufacture with qualified personnel;

· development of the mechanism of adaptation of the personnel to
collective and process of work;

· the general increase of efficiency of activity of the base enterprise,
etc.

In our opinion, the positive result from introduction can achieve in a
year after the beginning of corresponding actions. Summing up it is
necessary to note, that adaptation is social process of development by
the person but-howl a labour situation when the person and the labour
environment actively cooperate with each other. It has complex structure
and represents unity of different kinds of adaptation
socially-psychological, political and cultural and community. Efficiency
of mental adaptation depends on the organization of microsocial
interaction. At disputed situations in family or industrial sphere,
difficulties in construction of informal dialogue of infringement of
mechanical adaptation were marked much more often, than at effective
social interaction.

Also the analysis of factors of the certain environment or an
environment, the Estimation of personal qualities of associates directly
is connected with adaptation as factor involving in overwhelming
majority of cases the estimation of the same qualities as factor pushing
away – with its infringements was combined with effective mental
adaptation. But not only the analysis of factors of an environment
defines a level of adaptation and emotional intensity. It is necessary
to consider also individual qualities, a condition of a direct
environment and feature of group in which microsocial interaction is
carried out.

Effective mental adaptation represents one of preconditions to
successful professional work. In professional administrative activity
stressful situations can be created by dynamism of events, necessity of
fast decision-making, a mismatch between specific features, a rhythm and
character of activity. The factors promoting occurrence of emotional
stress in these situations, can be insufficiency of the information, its
discrepancy, an excessive variety or monotony, an assessment of works as
exceeding opportunity of an individual on volume or a degree of
complexity, inconsistent or uncertain requirements, critical
circumstances or risk at decision-making. The important factors
improving mental adaptation in professional groups, are social unity,
ability to build interpersonal attitudes, an opportunity of the open
communications.

In connection with the aforesaid becomes obvious, that without
researches of mental adaptation there will be incomplete a consideration
of any problem of mental discrepancy, and the analysis of the described
aspects of adaptable process is represented an integral part of
psychology of the person. Thus, the problem of mental adaptation
represents the important area of scientific researches located on a
joint of various branches of knowledge, getting in modern conditions all
greater value. In this connection the adaptable concept can be
considered as one of perspective approaches to complex studying the
person.

The personal potential of the worker is closely connected with
adaptation as set of the certain features and qualities of the worker.
The personal potential characterizes internal physical and spiritual
energy of the person, its active position.

However adaptation passes more quickly and more successfully if the
trade is correctly chosen. Professional selection is carried out in two
stages. On first stage, on the basis- results of supervision,
interrogations, testing, also the professional program is made. At the
second stage bents, social, psychological displays of the young man are
studied.

Purpose of our course paper was to research the problem of adaptation
of personal and to show how to avoid this problem, by example of the
Publishing House “Prapor”. We have drawn a conclusion that this problem
is present at all kinds of business. And it is very important to sovle
it at the beginning of it origin.

For management of process of adaptation and career at the enterprise on
again acted young worker the special card of adaptation and professional
promotion is made. It helps to trace professional and qualifying changes
of the worker and to operate this process.

Bibliography

1. Грачев М.В. Суперкадры: управление персоналом и международные
корпорации. – М.: Дело, 1993.

2. Егоршин А.П. Управление персоналом. – Н. Новгород: НИМБ, 1997.

3. Ивановская Л.В., Свистунов В.М. Обеспечение системы управления
персоналом па предприятии. – М.: ГАУ, 1995.

4. Иванцевич Дж. М., Лобанов А.А. Человеческие ресурсы управления:
основы управления персоналом. – М.: Дело, 1993.

5. Кибанов А.Я. Комплексное проектирование систем управления в
машиностроении. – М.: МИУ, 1987.

6. Кибанов А.Я., Дятлов В.А., Пихало В .Т. Управление персоналом./ Под
ред. А.Я. Кибанова – М.: «Издательство ПРИОР», 1998.

7. Interview with Kurganov V.D. – manager of the personnel in Publishing
House “Prapor”

8. Кибанов А.Я., Захаров Д.К. Организация управления персоналом на
предприятии. – М.: ГАУ, 1994.

9. Кибанов А.Я., Захаров Д.К. Формирование системы управления. – М.:
ГАУ, 1993.

10. Мескон М.Х. и др. Основы менеджмента – М.: «Дело», 1992.

11. Одегов Ю.Г., Журавлев П.В. Управление персоналом. – М.:
Финстатинформ, 1997.

12. Предприятие: стратегия, структура, положения об отделах и службах,
должностные инструкции. – М.: «Экономика», 1997.

13. Самыгин С.И. и др. Основы управления персоналом – Ростов-на-Дону:
«Феникс», 2002.

14. Травин В.В., Дятлов В.А. Основы кадрового менеджмента. – М.: Дело,
1995.

15. Управление организацией. Учебник. /Под ред. А.Г. Поршнева, З.П.
Румянцевой, Н.А. Саломатина. – М.: ИНФРА – М, 1998.

16. Управление персоналом организации. / Под ред. А. Я. Кибанова. – М.:
ИНФРА – М, 2000.

17. Управление персоналом организации. Практикум. / Под ред. А. Я.
Кибанова. – М.: ИНФРА – М, 1999.

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