Методика моніторингу компетенційної складової управління персоналом креативних організацій
Date
2018-02-26
Journal Title
Journal ISSN
Volume Title
Publisher
Видавництво Львівської політехніки
Abstract
Розроблено та методологічно обґрунтовано моніторинговий комплекс для
ефективного управління креативним розвитком персоналу. Наявний методологічний
апарат аналізу якості управління трудовим потенціалом запропоновано доповнити
методикою багатовимірного аналізу компетенційної складової управління людськими
ресурсами, що дає змогу з високою достовірністю аналізувати ступінь впливу часткових
компетенційних ознак на ефективність креативної діяльності організацій. Дослідження
компетенційних аспектів, проведене за результатами опитування 80 менеджерів різного
рівня управління у 27 підприємствах Львова та Львівської області показало певну
розбіжність в експертних оцінках, однак виявило загальний для всіх респондентів
вектор визнання важливості таких вмінь, як здатність аналізувати, передбачати та
використовувати інформацію, виконувати фахові функції та поставлені завдання
відповідно до вимог проекту, а також такі особистісні ділові якості як самоорганізація,
ініціативність, освіченість та креативність. Сформована на основі множинної регресії
модель дала змогу виявити та оцінити з високим ступенем достовірності кількісні та
якісні характеристики кореляційних зв’язків компетенційних ознак з показниками
економічної ефективності. Порівняльний аналіз карт компетенцій, отриманих в
результаті психодіагностичного тестування та математичного розрахунку, про-
демонстрував важливість розвитку компетенції ТОР-менеджменту як для особистих
ключових показників ефективності, так і для досягнення креативних цілей розвитку
організації загалом.
The article is devoted to the development and methodological substantiation of the monitoring complex for effective management of creative development of personnel. The strategy of creative organization renewal involves the presence of a highly skilled and creatively inspired team. The obligation of this requirement for the successful implementation of the tasks of creative development prompts consideration of the peculiarities of the management of creative personnel and the definition of its main competency characteristics. The modern paradigm of management of creative personnel was formed as a factor in increasing the competitiveness of the organization, undergoing evolutionary changes from the economic to the humanistic model. Modern strategies for working with creative personnel of organizations are based on both concentrating on the goals of creative business and internal restrictions of the possibilities of the enterprise. In particular, the staffing policy of small and medium-sized enterprises is aimed at reducing staff costs, widespread use of the combination of positions, delegation and redistribution of powers and responsibilities. The functions of personnel management are limited, mainly, to administrative procedures and control, and the system of motivation is simple enough and reduces only to the procedure of remuneration, which determines the urgency of developing a methodology for monitoring the competency component. The need for special approaches to the management of creative teams, which manifests itself in expanding the powers of the employee and greater freedom in the performance of functional duties, is unquestionably recognized by all modern researchers in the field of economics. The successful development of the knowledge economy is based, first of all, on the available scientific and technological potential taking into account the peculiarities of the human resources potential. Therefore, it is this postulate that most scientists base on assessing the effectiveness of creative management. The existing methodological apparatus for analyzing the quality of management of labor potential is proposed to be complemented by the method of multidimensional analysis of the competence component of human resources management, which allows with high reliability to analyze the degree of influence of partial competency attributes on the effectiveness of organizations' creative activity. The study of competency aspects carried out on the results of the survey of 80 managers of different levels of management in 27 enterprises of Lviv and Lviv region showed some differences in expert assessments, however, it revealed a general for all respondents a vector of recognition of the importance of such competencies as the ability to analyze, predict and use information, perform professional functions and tasks in accordance with the requirements of the project, as well as such personal business qualities as self-organization, initiative, education t and creativity. The model, based on multiple regression, allowed to identify and assess with high reliability the quantitative and qualitative characteristics of the correlation links of the characteristics of the characteristics with the indicators of economic efficiency. A comparative analysis of competency cards obtained from psychodiagnostic testing and mathematical calculations has demonstrated the importance of developing the competence of TOR management both for personal key performance indicators and for achieving the creative goals of the organization as a whole.
The article is devoted to the development and methodological substantiation of the monitoring complex for effective management of creative development of personnel. The strategy of creative organization renewal involves the presence of a highly skilled and creatively inspired team. The obligation of this requirement for the successful implementation of the tasks of creative development prompts consideration of the peculiarities of the management of creative personnel and the definition of its main competency characteristics. The modern paradigm of management of creative personnel was formed as a factor in increasing the competitiveness of the organization, undergoing evolutionary changes from the economic to the humanistic model. Modern strategies for working with creative personnel of organizations are based on both concentrating on the goals of creative business and internal restrictions of the possibilities of the enterprise. In particular, the staffing policy of small and medium-sized enterprises is aimed at reducing staff costs, widespread use of the combination of positions, delegation and redistribution of powers and responsibilities. The functions of personnel management are limited, mainly, to administrative procedures and control, and the system of motivation is simple enough and reduces only to the procedure of remuneration, which determines the urgency of developing a methodology for monitoring the competency component. The need for special approaches to the management of creative teams, which manifests itself in expanding the powers of the employee and greater freedom in the performance of functional duties, is unquestionably recognized by all modern researchers in the field of economics. The successful development of the knowledge economy is based, first of all, on the available scientific and technological potential taking into account the peculiarities of the human resources potential. Therefore, it is this postulate that most scientists base on assessing the effectiveness of creative management. The existing methodological apparatus for analyzing the quality of management of labor potential is proposed to be complemented by the method of multidimensional analysis of the competence component of human resources management, which allows with high reliability to analyze the degree of influence of partial competency attributes on the effectiveness of organizations' creative activity. The study of competency aspects carried out on the results of the survey of 80 managers of different levels of management in 27 enterprises of Lviv and Lviv region showed some differences in expert assessments, however, it revealed a general for all respondents a vector of recognition of the importance of such competencies as the ability to analyze, predict and use information, perform professional functions and tasks in accordance with the requirements of the project, as well as such personal business qualities as self-organization, initiative, education t and creativity. The model, based on multiple regression, allowed to identify and assess with high reliability the quantitative and qualitative characteristics of the correlation links of the characteristics of the characteristics with the indicators of economic efficiency. A comparative analysis of competency cards obtained from psychodiagnostic testing and mathematical calculations has demonstrated the importance of developing the competence of TOR management both for personal key performance indicators and for achieving the creative goals of the organization as a whole.
Description
Keywords
менеджмент, управління персоналом, експертне оцінювання, креативність, економічна ефективність, management, personnel management, expert evaluation, creativity, economic efficiency
Citation
Свидрук І. І. Методика моніторингу компетенційної складової управління персоналом креативних організацій / І. І. Свидрук, Н. О. Батьковець // Вісник Національного університету “Львівська політехніка”. Серія: Менеджмент та підприємництво в Україні: етапи становлення і проблеми розвитку. — Львів : Видавництво Львівської політехніки, 2018. — № 899. — С. 21–30.