Why dismissal is not the best way to get rid of low self-esteem of an employee, how to influence such people and significantly improve their performance indicators - the site shared with the portal Anastasia Dankova, business coach of the International HR Holding.
Recently, the topic of self-esteem in general and low self-esteem in particular has been rapidly gaining popularity. Many are beginning to understand that an employee with low self-esteem may be ineffective for business, especially if he works in positions that require initiative, communication, determination and other similar qualities. Firing him is not a solution: the employer spent money on his training or adaptation, clients know him, he may have confidential information. And if you take into account the need for repeated actions to introduce a new employee, this is a completely meaningless measure. It is easiest and most effective to develop an employee with low self-esteem.
I want to warn you right away: development and psychological help are not synonymous. It is generally unethical to delve into someone’s soul without taking off your shoes, which is why psychological counseling is carried out by professionals with special education and training.
Therefore, let's start by determining: does the employee really have low self-esteem, or is he simply in the wrong place? To do this, in a personal conversation (preferably in an informal style, but even a standard review meeting will do) ask what he likes about his work and what he doesn’t. The wording of the question matters: not “what works and doesn’t work,” but rather “what you like and what you don’t like.” Of course, you need to get a reasoned answer - what exactly you like and don’t like.
It will be more difficult to offer an employee to take a more suitable position/functionality. Such a proposal should not look like a link or punishment (they say, he is not able to cope with the work), but as a liberation. It is necessary to select arguments to justify changing what the employee did not like in his current position.
People with low self-esteem can be recognized even by their appearance - if we see a person who is stooped, with chronically drooping corners of his mouth and “house-like” eyebrows, then we will most likely regard his condition as a desire to hide in a corner in order to avoid potential punishment or pressure. Perhaps this is the most difficult case - self-esteem has been destroyed for so long that a person does not even notice how sad he looks.
It is known that the reasons for insecurity lie in the circumstances of childhood - the child was little praised, or he was brought up exclusively on great examples, which did not allow him to be not only worse, but even simply different. However, the leader is not obliged to search for the origins. You can increase an employee’s self-esteem by providing feedback. Let me remind you that feedback is an assessment not of a person, but of the work performed. The report was submitted on time. An expensive product was sold to a client. Avoid comparisons: “the report was submitted the fastest” or “the product was sold for an amount greater than N sold.” It was this that at one time served as the basis for low self-esteem.
Self-esteem as a method of research. Self-esteem is the process by which people “measure” their abilities, skills and other qualities. Self-assessment as a method is quite often used as one of the tools for assessing employee performance. Why is it needed? Isn't it management's job to evaluate performance?
Employee self-esteem. Areas of application of the self-assessment method
Typically, an employee's self-assessment serves as an aid in the overall process of assessing job performance. For example, first, a company employee himself evaluates his skills, competencies, his contribution to the overall work of the company and fills out a questionnaire, then the manager evaluates the employee’s work according to the same parameters and gets acquainted with his questionnaire. Next, there is usually a conversation between the company employee and the manager, during which they discuss what worked and what didn’t, and why. Based on the data obtained, goals and objectives are set, and what needs to be done to achieve them is discussed. In some companies, the manager and employee evaluate his work together, in others, only the self-assessment method is used, and the manager only looks at the result and makes his own adjustments.
In addition to monitoring the employee's performance, the employee self-assessment method is sometimes used even during the interview process. This allows the employer to understand how a potential employee sees himself, how he assesses his capabilities, and whether the employee’s self-esteem is adequate.
Employee self-assessment and performance
This question is especially important when assessing the performance of a current or potential employee. A number of studies have shown that people with adequate self-esteem tend to be the most effective for the company. Less effective workers, on the contrary, are usually unaware of their shortcomings and have inflated self-esteem. Low self-esteem is no less bad.
People with an excessively high opinion of their work tend to take constructive criticism painfully or even aggressively and blame anyone other than themselves for shortcomings. All this makes it difficult to work in a team and hinders the professional growth of such employees simply because they do not see that they have room to grow.
Advantages and disadvantages of the self-assessment method
When an employee is asked to evaluate his work and professional qualities, he feels that his opinion is valued, in addition, self-reflection helps him understand what he should strive for, what goals are set for him. Also, the results of his self-assessment help the manager to be objective, since he may be new to some aspects that affect the employee’s work. Thus, employee self-assessment is a useful tool for monitoring employee performance.
Of course, this tool has its drawbacks. Some managers are afraid that the self-assessment method will have a negative impact on their authority. Employees may noticeably embellish their achievements, believing that this will help them get a promotion. Some of them answer at random so that they can leave him alone, because he is convinced that this is the work of his superiors.
Online surveys to help!
In such cases, online surveys can help. Firstly, it is fast and convenient, freeing you from tedious filling out papers. Secondly, the system allows you to detect “fake” answers. Using the Questionnaire service, you can create a self-assessment sheet and collect the necessary data that will help you more accurately assess the effectiveness of employees.
Regarding the issue of the authority of a leader, psychologists and sociologists recommend using the self-assessment method exclusively in combination with other methods. Employees can discuss the survey results both with their superiors and with each other. This approach will help reduce the social distance between boss and subordinate and create an atmosphere of trust in the team.
As an incentive, it is possible to use the organization of a procedure for assessing and self-assessing the employee’s work. While satisfying the need for esteem and self-esteem, the assessment procedure should not cause the employee to lose a sense of security. Fear is a bad motivational “fuel”: either it has a short-term effect and is quickly compensated for, or the employee’s activities immediately begin to be directed only to compensate for it.
When assessing and monitoring, it is important that the person whose work is being assessed is aware of the requirements for the results of his work. Therefore, assessment and control stimulate not just the desire to work with high efficiency, to give all the best at work, but also the mindset to achieve the required work results, to perform one’s work in accordance with established requirements or even better.
But it must be remembered that errors in assessing and monitoring the work of personnel can reduce the motivation of employees. Both the lack of control and excessive, petty control or unfair evaluation can have a negative impact on the employee’s desire to “give his best.”
An assessment of one’s work yesterday from the boss during morning five-minute meetings will help the employee adjust his actions and work.
Creative stimulation and development of innovation - stimulation based on meeting the needs of employees for self-realization, self-improvement, self-expression (training, business trips). Opportunities for self-realization depend on the level of education, professional training of workers, and their creative potential. The stimulus here is the labor process, the content of which contains creative elements. Creative incentives presuppose conditions for the employee to freely choose ways to solve problems, choosing from a set of solutions the optimal one that gives the greatest result. At the same time, a person demonstrates his potential, self-realization in the labor process, and receives satisfaction from this process. Increasing the complexity of labor operations and the tasks solved by the employee is the basis for expanding the scope of creative incentives.
Stimulation with free time. This element of non-material incentives is designed to compensate for the employee’s increased physical or neuro-emotional costs, makes the work mode more convenient for the person, and allows him to do other things.
In addition, as a result of the lack of free time, many workers work with a feeling of chronic fatigue and experience constant neuro-emotional overload. The system of stimulating work activity presupposes an optimal balance between working and free time, since people, in addition to work itself, may have other equally important things to do, for example, playing sports, hobbies, or just relaxing. If an employee needs free time, and he is completely absorbed by work, then he will avoid it, thus reducing labor productivity.
A US study by recruiting firm Robert Half International (Menlo Park, California) found that 76% of those surveyed would give up career opportunities in exchange for convenient flexible hours, and nearly 66% said they would accept lower wages for the sake of a free regime.
Its specific forms of expression are: flexible work hours or increased, additional vacation.
Naturally, working on a flexible schedule should not disrupt the production process and cause a decrease in the efficiency and quality of the work performed. Therefore, only proven and disciplined workers who know how to rationally plan their workday can be granted this right.
When working on a flexible schedule, a working time bank is usually created. To do this, records are kept of the start and end times of the working day and, accordingly, its duration for each employee who has a free schedule. Based on the results of work for the month, the number of hours worked by the employee is determined, which is compared with the standard. If there is overspending, the employee can take time off or add the overtime to vacation time. A free schedule is especially effective for scientific and technical workers involved in development, since their creative process is not limited by the working day. Thus, sliding schedules are widely and effectively used in Western European countries. For example, already in the early 1980s they were used by 75% of companies in France, 69% of the Netherlands, 68% of Germany, 66% of Sweden.
One of the largest consumers of corporate trainings and other educational products in recent years has been the service sector. True, the quality of domestic service is still growing slowly, disproportionate to the cost of staff training. There are many reasons for this - it all depends on the calculation method. But I think it will be enough to talk about two, because they are basic (all the rest stem from them and are secondary in nature). They are called “low self-esteem” and “fight mindset.”
People with low self-esteem, or, more simply, insecure, live in all countries, but, with sadness and regret, we must admit that we have more of them. How does this fact affect the problem of the efficiency of personnel providing services to the population?
From Orwell to the present day
Once upon a time, half a century before the events he imagined, the English writer J. Orwell, in his dystopian novel “1984,” described the qualities of an ordinary person who had to be born and raised in a totalitarian society:
- low self-esteem of citizens
- fear of change and resistance to it
- opposition and intolerance towards members of other groups: “rich-poor”, “intellectual workers”, “city-rural”, “men-women”, “power-people”, etc.
The forecast and actual characteristics coincided.
Help: People with low self-esteem are distinguished by the fact that they:
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Let's look at a couple: a person consuming a service and a person providing it.
“According to Orwell,” they immediately fall into 2 “risk groups”: Firstly, they are “not ours” in relation to each other; secondly, it is possible that the service process may be aggravated by low self-esteem on both sides (after all, self-esteem is like everyone has a temperature).
Of course, “there” service, as one of the foundations of the economy, has long been studied from all angles. And surveys of customer service in the countries where our tourists love to vacation show: the waiters and salespeople there, as well as, by the way, their employers, are overwhelmingly convinced that good service can only be built on the principle of equality between the client and those who serve him . However, the issue of equality and respect for each other is “not a question” for them.
Let's look at this in comparison - after all, it is in comparison that everything is known.
In several European capitals, salespeople were asked: “What does it mean to you to “preserve your professional face” in a conflict with a client? Of course, the Italians and the British answered differently, but in the “Central European” version the answers were still distributed as follows:
- If you managed to correct the client’s mood,
- If you managed to maintain the client’s desire to come to the store again,
- If you manage to maintain the client’s sense of self-worth,
- If you managed to resolve the conflict at your level, without passing it to the top.
“Ours” answered the same question differently:
- If you didn't have to apologize
- If I proved him wrong
- If I have the last word
Let us sharpen our reasoning: we grew up in an environment where serving someone means “losing face.” Nothing has changed over the past 10-11 years. (Or rather, a lot has changed in the goods market, but not in the service sector). Except that life has forced many young people to come to terms with the fact that there is no place for them anywhere but for them. They go there without much desire, preparing in advance “if anything happens, to put the client in his place.”
No one will help business owners except themselves
And yet, there are some practical tips for how owners and managers of service businesses can begin to re-educate their staff - for the common good.
First. The simplest advice, heard a million times, but no less relevant (after all, repetition is the mother of learning): carefully select personnel when hiring. By hiring a family man, especially a man willing to work for $100 a month, you are very likely creating future problems for yourself. A mature, self-respecting family man cannot work for that kind of money, it’s suspicious!
Do not hire those who are nervous, inattentive in conversation, or irritable (after all, this work can well be called harmful for people like them.).
Second. Based on the results of the surveys, it is very clear that our compatriots are mixing personal and professional roles. That is, “I serve the client as an employee of the enterprise, but I quarrel with him as a private person.” There is only one way out - psychological support for employees, training and “growing up”.
Third. Let your corporate culture protect your employees and promote their respect for themselves and their customers, thereby increasing their self-esteem. Centuries-old experience shows that it is possible to raise a person’s self-esteem only by making him the master of a certain “own space”, where entry is allowed only with his consent. It is good if the employee is behind the counter or counter. If the equipment of the hall does not provide for the organization of such spaces, you can come up with something else. For example, a computer on the sales floor, from which sellers find out information about warehouse balances, or a utility cabinet at the disposal of one waiter.
Fourth. Reward loyal employees. Each employee must win clients for his company, trying to make them permanent and committed. The company spends 6-8 times less on such clients than on new ones (savings on advertising costs, pre-sales services, free recommendations from their mouths). This is especially true in our culture, where people trust recommendations from friends more than advertising. Anyone who does this while maintaining corporate identity and service standards is a loyal employee. And the owner must definitely encourage those who comply with corporate standards. How? The easiest way, of course, is money...
If there really is no money, encourage the best employee non-materially:
- involve him in discussing the situation, prospects and strategy of the company, so that he has more reason to worry about the company and its future, and a little less about himself;
- take more interest in his work so that he constantly feels the importance of his activities for the company and the interested attention of management;
- help the best employee become an informal leader by providing him with information that is interesting to his fellow workers;
- formally approve for him some reasonable privileges, for example, the right to work on a flexible schedule, use of infrastructure intended for management;
- pay attention to the subordinate's family so that they know and are proud of how valued they are at work;
- take care of his workplace so that he is warm, light and calm (for example, if he smokes, then there is a suitable place for this nearby, and if he does not smoke, so that no one smokes near him);
- establish closer human relations with him, for which you can periodically have lunch with him;
- make him a “senior” and “mentor” to one of the younger employees;
- Celebrate his birthday in the team so that he feels valuable to his colleagues.
And, finally, something that cannot be avoided: the careless must be punished. Let your establishment have a transparent and well-known system of fines - for failure to comply with customer requirements, for complaints expressed by them. A common thing in the management of service enterprises is the imposition of fines for words like “I repeat again,” “I explain in Russian,” “I can’t help,” “Am I to blame?” etc. Are you interested in how you find out about this? You will definitely find out if you arrange feedback from clients - after all, for them, the company’s portrait is associated with the portrait of your employee, and you don’t want your image to have a low rating.
P.S. Working with people requires creativity (finding non-standard solutions), flexibility (the ability to refuse rigid options), the ability to see a situation through the eyes of other people, and other difficult skills that a person with low self-esteem needs. those. it is practically inaccessible to the psychologically immature. Ignoring social stereotypes leads to the loss of the “face of the company,” and understanding and working with them will improve not only the promotion of your product, but also the general culture of our market.
Galina Sivkova for The Chief magazine
- Galina Sivkova is an international conflict specialist.
- Member of the St. Petersburg Guild of Psychotherapy and Training,
- member of the international conflict resolution organization "White Flag"
INTRODUCTION
1. ASSESSMENT AND SELF-ASSESSMENT OF THE WORK DONE. PERSONNEL CERTIFICATION
1.1 Evaluation
1.2 Ways to overcome the “levelling”
1.3 FOSD technology
1.4 Implementation of the FOSD system
1.5 Human behavior in an organization
2. PRACTICAL PART
2.1 Determination of turnover rates, turnover and stability of the workforce
2.2 Calculation of labor productivity growth by factors
2.3 Payroll
CONCLUSION
LIST OF SOURCES USED
INTRODUCTION
Optimal assessment of employee performance is one of the most important tasks of personnel management in organizations. In practice, it is with the advent of a system of formal assessment of perfect activity that self-government as a scientific method arises. In this regard, it is necessary to recall some of the main conclusions of Taylor's famous report “The Piece-Wage System”. In fact, this report was the first to set the main tasks in this area:
1) wages should be paid to the person, not the workplace;
2) labor standards should be based on accurate knowledge, and not on guesswork;
3) thanks to these standards, cheaper products are produced and workers receive higher wages;
4) remuneration based on accurate knowledge creates better workers, gives them the opportunity to earn more, eliminates all causes of careless attitude towards work, and creates friendly relations between workers and entrepreneurs.
Even with regard to these simple guidelines, the real state of affairs in most Russian organizations, regardless of the form of ownership and type of management, is generally at the pre-Taylorist level. It is this lag in the use of modern personnel management methods that makes it necessary to clearly understand the unresolved problems and quickly overcome them through the introduction of modern systems for formal assessment of the work done. A necessary and important element of all modern performance assessment systems is the presence of an adequate self-assessment system.
The inclusion of this system in the general mechanism for assessing an employee’s performance allows one to overcome a number of “acute” (conflict) issues that may arise. It was in this way that this precise mechanism for activating and self-regulating the behavior of an employee was created, whose activities are always aimed at realizing the goals of his company.
1. ASSESSMENT AND SELF-ASSESSMENT OF THE WORK DONE. PERSONNEL CERTIFICATION
1.1 Evaluation
The concept of formal assessment of perfect activity (FOSD). A formal assessment of completed performance is a process that includes determining the following points regarding the employee’s attitude towards the organization:
1) assessment of the employee’s performance of his work;
2) the communication aspect regarding the assessment;
3) management improvement program.
An objective performance appraisal process not only allows the employee to get a true picture of how the work he has done was assessed, but also significantly influences his motivation in performing subsequent tasks.
As a rule, FOSD sets the following three principal goals:
1) improvement of performance activities;
2) determination of remuneration for the work done;
3) considerations related to the employee’s work career.
At the stage of transition to the intensive stage of industrial development, the primary task, on the solution of which the possibility of effective socio-economic dynamics depends, is overcoming the egalitarian approach (“equalization”).
When characterizing the status-differentiated “equalization”, attention should be focused on the existence of various status groups in the organization. All these groups are differentiated by the size of their income depending on several relatively constant or slightly changing indicators. The main ones are:
1) level of education (qualification);
2) length of service (number of years worked);
3) position (the place occupied by the employee in the company structure).
But within certain status groups, there is a complete or partial absence of a system of formal assessment of completed work. In this case, there is the following characteristic pattern - the more complex one or different type of activity, the less often you can find a regulated rating system. Even for jobs where there are objective criteria (quantity and quality of manufactured products or parts), the current rating system is based solely on some quantitative indicators.
There are completely no standards (criteria) that would take into account the holistic result or the quality of the invested intellectual and/or physical efforts. In fact, only one average estimate or standard is taken into account, according to which all personnel are paid. With such a system, there is a certain minimum threshold of requirements that all participants in the labor process try to adhere to. But the lack of motivation to achieve maximum results leads to the fact that status-differentiated “equalization” turns into a serious obstacle to the development of the organization as a whole.
1.2 Ways to overcome the “levelling”
To create a new strategy for human factor management, with FOSD at the center, the following activities are necessary:
1) design and assessment of the workplace (WW);
2) formation of technology for formal assessment of completed activities, i.e. precise definition of the timing, necessary structures and baseline for determining the assessment;
3) creation of a mechanism linking the FOSD with the labor remuneration system, i.e. inclusion of FOSD as one of the most important elements in the system for determining wages, bonuses and some other types of labor remuneration;
4) creation of a mechanism linking the FOSD with the system of career advancement (career) and employee development within the organization;
5) creation of a mechanism linking FOSD with various measures to improve the quality of the working environment, including a system of advanced training and retraining of employees in the company.
There are dozens of methods (technologies) for FOSD. For example, the method of determining the working standard is aimed mainly at performing personnel in the field of material production; is expressed mainly in the formation of production tasks for this category of employees. The work standard determines the result of work activity and reflects the normal daily output for the average performer.
The assessment test is considered as one of the most common technologies for forming an assessment of perfect work. It is used in various modifications. In many cases, a rating scale is set against each criterion, with the help of which the respondent marks a particular level of work performed.
Assessment through goal setting or goal management is used primarily in assessing the performance of managers and specialists. Other names are also used: results management, execution management.
For this method to be successful, it is necessary that the goals set are measurable, and if this is not possible, it is important that the fulfillment of the given task can be verified. There should be no ambiguity when setting goals. An important requirement is the participation of subordinates in goal setting.
The autonomation method is intended primarily for managers of independent units in the organization or for employees with a relatively independent nature of the activities performed. In practice, managers are evaluated by their employees mainly on the completion of large-scale tasks or on the achievement of final goals.
The control chart method involves answering “yes” or “no” to a series of questions regarding the employee’s behavior. All questions have different significance (specific weight in determining the overall score). It is necessary that the respondents do not know the key to these questions.
Essay-based assessment requires the evaluator to describe how a particular employee performs his or her job. Certain standards for writing essays can be developed in advance. This method is considered quite satisfactory when it is necessary to evaluate the performance of an employee performing very specific tasks that are difficult to fit into any standards.
Assessment through extreme situations. In all types of activities, the occurrence of some unfavorable situations is inevitable, which require the performer to mobilize his additional capabilities. A person can show his true capabilities not in ordinary conditions, but in extreme conditions. A person's behavior during various incidents very clearly demonstrates his strengths and weaknesses.
In a forced-choice evaluation, the evaluator must answer a series of questions about how the employee performs on his or her job. Each such statement has its own significance, value, expressed in conventional units. When answering, the evaluator should not know the significance of each statement so as not to influence it. HR then uses the key to these statements to create a final score.
There are many more methods assessing the performance of employees within the organization, for example: method of pairwise comparison, ranking, comparison using distribution into groups, estimated behavior test, qualification assessment, etc.
The choice of the most optimal approach plays an extremely important role when creating a FOSD system. Therefore, the preparation of methods and criteria for a formal performance evaluation system is one of the most important tasks in managing human factors in organizations.
An important point in the FOSD system is the inclusion of an element of self-esteem. According to equity theory, people highly subjectively determine the relationship between the reward received and the effort expended and then necessarily compare their results with the rewards of other people doing similar work. And if people come to the conclusion that they were treated unfairly, then psychological tension immediately arises.
Self-assessment carried out by the employee himself increases trust between him and the manager and introduces an atmosphere of ownership into the company’s activities. The manager gets a direct understanding of the goals that the employee sets for himself and the problems that he faces and that concern him most.
An objective and correctly formulated self-assessment system leads to the fact that the manager’s assessment is present in the general atmosphere of the entire company. And this allows the manager to solve a number of pressing problems before they develop into interpersonal conflicts and upset the entire rhythm of the company’s work. It is necessary to strive to turn the self-assessment method into an accurate and perfect mechanism for self-development, motivation, initiative and work activity; as a means of self-regulation and self-control.
1.3 FOSD technology
When implementing FOSD, a variety of technologies are used. So, for example, in the Japanese human factor management system, when we are talking about large companies (more than 500 people), we can talk about:
1) at least three levels of assessment formation:
At the workplace itself, where the assessment is carried out directly by the line manager;
Evaluation of the employee by the work team;
Assessment by the human resources department, which provides methodological assistance to the line manager when issuing an assessment; collects assessments, organizes a file cabinet of all data on the company’s personnel, checks and monitors the correct implementation of the employee assessment procedure; prepares assessments for approval by senior managers; confirms assessments made by superiors;
2) conducting FOSD at least twice within one year. In this case, the FOSD is reflected both at the level of wages (it is one of the main criteria when determining the amount of wages), when calculating an eventual (i.e., possible under certain conditions) bonus; this is taken into account when developing an employee’s career in a company, regardless of whether the career is carried out vertically or horizontally;
3) at least three control cards (forms) when implementing FOSD:
The actual form for FOSD;
Self-assessment form;
An employee training card, which takes into account how the employee showed himself when upgrading his qualifications or retraining within or outside the organization.
1.4 Implementation of the FOSD system
One of the most important problems is the implementation of the FOSD system in Russian organizations and firms. A whole system of measures is needed to gradually adapt the FOSD to a specific organizational environment, organize expert observation and timely adjustments. The goal is to achieve a transition from yesterday's system to a qualitatively new one, without conflicts and excessive stress.
The most important thing in the process of implementing FOSD is to achieve results that would be expressed in increasing work motivation, self-control when performing work activities and activity in achieving the goals of the organization. Evaluation of a manager's performance should be based on three sources: from the team, from senior managers and direct consumers of labor products. Quite often there is a shift in aspects of assessment to qualities that are secondary in professional terms. One of the reasons is the imperfection of job descriptions, manifested in the lack of differentiation of the responsibilities of officials. Another reason is situational factors, as well as the subjective characteristics of the people carrying out the assessment. Assessment of basic professional performance parameters can be comprehensive, local, prolonged and expressive. A comprehensive assessment is the most complex and responsible, since it must give a general impression of the activities of a manager or team.
A balanced, comprehensive assessment of the work of another person, who is a manager, largely depends on knowledge of one’s own individual characteristics and the ability to manage one’s own cognitive processes and relationships.
Local assessment of a person’s activity is carried out on the basis of the results of performing any one function or even part of it. In this case, one should not limit oneself to stating the fact of fulfillment or non-fulfillment of a function; it is necessary to reveal the reasons that determined this or that fact.
Both comprehensive and local assessments can be prolonged and expressive. Long-term assessment is carried out on the basis of studying a long period of an individual’s work activity and is based equally on past and current activities.
Expressive personality assessment relates exclusively to current activities. Collective forms of assessment, which are more advanced, versatile and less biased, can remove the influence of emotional pressure, which is far from always objective.
Systematicity and regularity in the study and assessment of personality contributes to the correspondence of assessments to the actual quality of work. When assessing, it is important to identify the manager’s personal contribution to the activities of the team and his productive communication with his subordinates. An important role in determining the significance of the assessment, and, accordingly, its objectivity, is played by fairly stable attitudes of managers. There are several attitudes that often do not depend on reality or the personal characteristics of those being assessed.
The first attitude is that when assessing the personality of a subordinate, the manager almost always tries to focus on a positive assessment of the employee’s personal contribution, which helps to build his confidence in his strengths and capabilities.
The second attitude - various forms are used here - an active negative attitude towards any type of activity, a reaction of “default” with positive results. With a “default reaction,” the subordinate will actively seek to make his successes known to the manager. If all attempts are in vain, this will cause the employee to become indifferent to performance evaluations.
The third attitude is a “balance” of the first and second, which manifests itself in two variants: a predominantly positive assessment with elements of censure, and vice versa, a predominantly negative assessment with elements of positive support. This installation is used with extensive professional experience and good knowledge of people and, in general, has a positive impact on the individual.
A special role in personnel assessment belongs to their certification. In this case, collective assessment of the individual’s activities is important. Therefore, the effectiveness of certification and its objectivity will largely depend on the degree and level of preparedness of the team to carry out such work.
During certification, the method of expert assessments should be widely used, which can and should be combined with a collective one. For successful certification, it is very important to carefully select competent specialists, create an atmosphere of efficiency and professionalism in the team, and study the difficulties and shortcomings in the work that employees encounter in the process of activity.
The work style of the certification commission also has a significant impact on the certification results. The result of the certification can be reflected in a characteristic that should show a holistic image of the individual.
When preparing a testimonial, it is important to consider the purpose and organization for which it is intended. It is necessary to reflect aspects of professional activity and social activity of the individual.
Basically, performance evaluation serves three purposes: administrative, informational and motivational.
Administrative functions - promotion, demotion, transfer, termination of employment contract. Whatever the administrative situation, it is clear that without an effective method for assessing performance it is impossible to make an informed decision.
Information functions: Performance evaluation is needed so that people can be informed about the relative level of their performance.
Motivational functions: assessment of work results is an important means of motivating people's behavior. By identifying strong employees, an organization can reward them with gratitude, salary, or promotion. Systematic positive reinforcement of behavior associated with high performance should lead to similar behavior in the future.
1.5 Human behavior in an organization
Human behavior in an organization is determined by the following factors:
1) his own personal traits;
2) the conditions for the formation of individual activity (features of the group in which the employee is included; the conditions of joint activity, the uniqueness of the country in which the person works).
Personality traits are formed under the influence of natural properties (physiological state of the body, characteristics of the higher nervous system, memory) and social factors (education, life experience, habits, social circle).
The following three components are distinguished as the fundamental principles of human behavior:
1) motivation;
2) perception - the process of organizing and interpreting ideas about the surrounding world. Perception is influenced by circumstances of both an objective and subjective nature (the situation in which information is received or acquaintance occurs; the depth of vision of the real situation; personal and social characteristics of the perceived object; stereotypes and prejudices);
3) the criterion basis of human behavior - stable characteristics of his personality that determine the choice and decision-making regarding his behavior.
There are several factors that determine individual behavior:
1) social circle: personal, including emotional connections, and official, determined by job descriptions;
2) a role that characterizes a set of actions expected from a person in accordance with his individual psychological states and place in the management hierarchy. Role behavior is influenced by the character of the individual, his use of his role, its acceptability for the individual;
3) status - assessment by others of the personality of a given subject and the role he uses, which determines his real and expected place in the system of social connections, the rank of the individual.
An employee has two degrees of freedom in shaping his behavior in the organization:
1) accept or not accept the forms and methods of behavior existing in the organization;
2) accept or not accept the values of the organization, share or not share its philosophy.
In connection with this division, several personality types can be distinguished:
1) opportunist: characterized by the fact that a person does not accept the values of the organization, but tries to behave according to the norms and forms of behavior accepted in the organization;
2) rebel: does not accept either the norms of behavior or the values of the organization and constantly comes into conflict with the organizational environment and creates conflict situations;
3) original: many difficulties arise in relationships with colleagues and management;
4) a dedicated and disciplined member of the organization: tries to behave in such a way that his actions do not in any way conflict with the interests of the organization.
A person as a person manifests himself in administrative behavior in such qualities as the individual’s objectivity, his tendency to dominate, ambition, impulsiveness and sociality.
Objectivity refers to the principle of behavior when it is controlled by the situation. An “objective” person is able to behave rationally and objectively in any situation.
The tendency to dominate is the desire to take the initiative in interpersonal relationships or to establish control over them. An administrator may tend to be dominant in his relationships with subordinates, but is submissive in the presence of superiors.
An ambitious person is constantly concerned about his status and advancement in the organization. In his actual behavior, he may also be prone to dominance.
People differ significantly from each other in the degree of impulsiveness and strength of character. The tendency to put off making a necessary but unpleasant decision in every possible way is inherent in almost all administrators.
Sociality refers to the individual's receptivity to the views and desires of those with whom he directly communicates. For employees with a low degree of sociality, incentives addressed to a person as an individual are quite effective. For employees with a high degree of sociality, incentives are likely to be relatively ineffective unless they are addressed to the entire work group as a whole.
The different behavior of people in an organization makes it possible to identify types of temperament and characters, taking them into account in management. Having determined the psychological type of a partner, the manager can choose the right actions.
In research institutions, workers are divided into three categories:
1) idea generator – people who give birth to ideas (3%);
2) active scholars - people who pick up other people’s ideas and actively implement them. This is a very important category of people, full of initiative and optimism. With their help, graceful projects are carried out (10%);
3) artisans - people who wait for constant instructions from leaders and do only what they are told. Perform routine work (87%).
2. PRACTICAL PART
2.1 Determination of turnover rates, turnover and stability of the workforce
Ch n =V p =(150+26) 10 11=19360
a) Number of employees at the beginning of the year: N = 19,360 people;
b) Employed workers during the year: H p = 180 people;
c) The number of workers left due to retirement and conscription into the army: H = 80 people;
d) Dismissed at own request and for violation of labor discipline: Ch = 30 people.
1) The acceptance turnover coefficient is calculated using formula (1):
where H s is the payroll number of employees at the end of the period, calculated using formula (2):
Ch s = Ch n + Ch p – Ch v – Ch y, (2)
H s =19360+180-80-30=19430 people.
2) The turnover ratio for attrition is calculated using formula (3):
3) The staff turnover rate is calculated using formula (4):
4) The coefficient of stability or constancy of personnel is calculated according to formula (5):
where is the number of employees on the enterprise’s lists during the entire period (from January 1 to December 31), calculated using formula (6);
Ch n – Ch v – Ch u, (6)
19360-80-30=19250 people.
where is the average number of employees, calculated using formula (7):
The movement of personnel is reflected in the balance sheet, which contains data on the number of employees at the beginning and end of the year; number of admissions and departures during the period; sources of arrival and reasons for departure. The coefficients of turnover, turnover and stability show the level of intensity of movement of workers. Using these coefficients, you can draw conclusions about the operation of the enterprise.
2.2 Calculation of labor productivity growth by factors
It is necessary to calculate the growth in labor productivity by factors per 1 worker and 1 employee of industrial production personnel (PPP) and the possible release of workers (%). Table 1 shows the factors and their corresponding values.
Table 1 – Factors and values
1) The increase in labor productivity from a reduction in labor intensity is calculated using formula (8):
where is labor productivity growth, %
Reduction in labor intensity of production units, %
2) Increase in labor productivity with improved working hours, calculated by formula (9):
where is the increase in labor productivity due to improved use of working time, %;
Residual (planned), basic (actual before implementation) percentage of lost working time;
3) Losses of working time can be reduced by reducing non-production costs, for example, by reducing the number of defects, calculated by formula (10):
where is the increase in labor productivity due to the reduction of unproductive losses,%;
Planned and basic (before the implementation of the event) value of unproductive losses (magnitude of defects),%
4) Productivity growth due to an increase in the share of key workers is calculated using formula (11):
where is productivity growth due to changes in the share of main workers, %;
and - respectively, the planned and basic share of workers in the total number of industrial production personnel, %.
5) The increase in labor productivity due to changes in the level of specialization and cooperation is calculated using the formula (12):
where is the increase in labor productivity due to changes in the level of specialization and cooperation, %;
and - planned and basic level of specialization, cooperation, %.
6) Determination of productivity growth per one worker and one employee of industrial production personnel, calculated by formula (13):
Ch r =U r Ch s (13)
where Х р – number of workers, people;
У р – share of the worker at the end of the period = 0.5;
H s – number of employees at the end of the period, people.
H p =0.519430=9715 people.
Table 2 shows the factors and corresponding growth in labor productivity per worker and per employee.
Table 2 – Factors and growth of labor productivity
| Labor productivity growth |
||
| 1 worker | 1 employee |
|
| 1. Reducing the labor intensity of products | ||
| 2. Reducing lost working time | ||
| 3. Changes in supplies through cooperation | ||
| 4. Reduction of defects | ||
| 5. Change in the proportion of workers | ||
7) General labor productivity index, calculated by formula (14):
where is the general labor productivity index, %
The labor productivity growth index due to the i-th factor is calculated using formula (15):
where is the productivity growth of the i-th factor.
1.0641.0461.0161.0431.023=1.206 or 120.6%
8) The possible release of workers is calculated using formula (16):
where is the number of workers, people;
General labor productivity index, %
Based on the results obtained, it is clear that with a decrease in labor intensity, with an improvement in working hours, with a decrease in defects, due to changes in the level of specialization, cooperation, as well as with an increase in the proportion of main workers, there was an increase in labor productivity. Taking these factors into account, it is possible to calculate the labor productivity growth index at the enterprise, which will lead to possible savings in the enterprise's human resources.
2.3 Payroll calculation for the following indicators
PriceР=140
Scope of work, pcs., V r = 19360
Bonus for completing a task, %P z =25
Bonus for each percentage of exceeding the task, %P pz = 1.7
Task completion, %P in =105
1) Determination of the wage fund for the amount of work performed, calculated according to formula (17):
where is the wage fund for the volume of work performed, rubles;
P – price for one product, rub;
Scope of work, pcs.
2) Calculation of the amount of the bonus for completing the planned task, calculated according to formula (18):
where is the amount of the bonus for fulfilling the plan target, rubles;
Bonus for completing a task, %
3) Calculation of the bonus percentage for exceeding the task, calculated by formula (19):
where is the percentage of bonus for exceeding the task;
Percentage bonus for each percentage of task completion;
Task completion level, %
4) Determining the amount of the bonus for exceeding the task, calculated by formula (20):
where is the bonus for exceeding the task, rub.
5) By summing up the wage fund, bonuses for completing a task and bonuses for exceeding a task, the amount of wages F is determined by formula (21):
F=2710400+677600+230384=3618384 rub.
The mechanism for calculating wages depends on the forms and systems of wages, which are determined taking into account many factors.
CONCLUSION
Personnel evaluation procedures are the basis for many specific aspects of personnel work. If sufficient attention is paid to personnel assessment during hiring, then the organization has good opportunities to lay a solid foundation for all human resource management work. In this case, it is possible not only to assess the degree of development of professionally important qualities in employees, but also to identify their potential capabilities, as well as more productively plan their careers and areas of professional development.
The assessment process and assessment criteria must be accessible and are understandable not to a narrow circle of specialists, but to evaluators, observers, and those being evaluated themselves (that is, they have the property of internal evidence). Carrying out assessment activities should be integrated into the overall system personnel work in the organization in such a way as to really contribute to its development and improvement.
Personnel management should be carried out through agreement of goals between employees and the manager. Unambiguous and clear goals, which, if possible, should be discussed and agreed upon with employees when drawing up plans for their activities, taking into account the abilities of employees when approving work goals, explanations of the connection between the goals of the employee, the goals of the departments and the goals of the enterprise as a whole.
CLIST OF SOURCES USED
1. Bazarova, T.Yu., Eremina, B.L. Personnel management [Text]: textbook for universities / Bazarova, T.Yu., Eremina, B.L. - Moscow, 2002. - 639 p.
2. Samygin, S.I., Stolyarenko, L.D. Personnel management [Text]: textbook for universities / Samygin S.I., Stolyarenko L.D. – Phoenix, 2001. – 500 p.
3. Spivak, V.A. Organizational behavior and personnel management [Text]: textbook for universities/Spivak, V.A. - Peter, 2000. – 600 p.
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