Problems of youth employment

Personnel management represents various ways of management influence on workers and conditions of their activity, on formation of skills that will ensure the maximum utilization of labor potential of workers in the interests of the enterprise.

The history of personnel management has far-reaching roots. Ancient people faced the need to manage the clan communities. Still Herodotus wrote about the organization of the construction of the pyramid of Cheops. To build it, more than a hundred workers were hired. Obviously, such a large number of workers required the solution of many issues: pay, distribution of work and management of working time.

In the Middle Ages, management was more familiar to us, as it was already considered in the context of the organization. Personnel management was only one of the activities of the manager, who, as a rule, was the owner of the organization, and based only on personal experience and the idea of how it should be. It should be noted that before the leaders were little interested in the problems of the internal environment of the enterprise. But society does not stand still, management science has begun to seriously approach the solution of problems arising within the firm. Management came to the understanding that the effective operation of the enterprise is possible only if the interests of the company and its employees coincide.

One of the elements of managerial activity is personnel management, which determines the place of a person in the organization. The very concept of "Management" is ambiguous. It can be interpreted from the point of view of personnel management, human resource management or simply human. At first glance it may seem that there are no differences between the terms, but for management theory these concepts are fundamentally different.

Personnel management is an activity focused on a set of certain rules and methods of influencing the labor process of employees with the aim of developing the skills necessary for them to maximize their labor potential [1, p.64].

Human resources management involves activities aimed at uniting the main labor components: labor function and interpersonal relations of employees. This approach is based on the consideration of the employee as the main element of the organization, which, of course, is of a social nature.

Managing a person considers creating a comfortable working environment for the employee: building friendly relations in the team, assisting in selfdevelopment, which will help maximize the worker's labor.

Personnel management is an activity focused on a set of certain rules and methods of influencing the labor process of employees with the aim of developing the skills necessary for them to maximize labor potential [1, p.64].

Human resources management involves activities aimed at uniting the main labor components: labor function and interpersonal relations of employees. This approach is based on the consideration of the employee as the main element of the organization, which, of course, is of a social nature.

Managing a person considers creating a comfortable working environment for the employee: building friendly relations in the team, assisting in selfdevelopment, which will help maximize the worker's labor.

In the theory of personnel management, there are many approaches to management. In our opinion, the most acceptable in modern conditions is the classification of the well-known Russian scientist in the field of management LIEvenko, who traces the change in ideas about management over time. The author singles out four concepts developing in the framework of three management approaches: economic, organizational and humanistic [2, p.81].

The economic approach regards the organization as a set of activities aimed primarily at technical, rather than managerial, training of employees. In essence, the organization within the framework of this approach operates according to a certain algorithm, which ensures the reliability of its structure. It should also be noted that this approach has become a catalyst for the formation of the concept of the use of labor resources.

Organic approach outlined non-traditional directions of organization and remuneration, thereby indicating new opportunities for personnel management. At the same time, the views on the organization also evolved. Now it was already perceived not as a mechanism, but as a living system that metaphorically identified with a person. Common between these categories called the main stages of development, which passes both the person and the organization: birth, maturation, aging and death.

Drawing an analogy of economic and organic approaches, we note that identifying the organization with a person has allowed us to look at personnel management differently, rather than identifying the organization with an algorithmic mechanism only.

And, finally, a humanistic approach. It should be noted that it has not yet been fully formed and continues to develop actively in recent years. Within the framework of this approach, the organization is understood as a cultural phenomenon, which at the enterprise itself is manifested through organizational culture. At the same time, it is noted that today the interrelation between cultural context and personnel management is obvious. It follows that the humanistic approach places the main emphasis on the human side of the organization, which has been little affected by other approaches.

Thus, we see that each of the approaches has its positive role in the formation and development of the theory of personnel management. It can be noted: within the framework of this classification, there is an understanding for management that effective organizational development is, above all, a change in the values that underlie people's activities.

At present, one more approach to understanding the organization is being singled out, which has not been included in the classification we named - the group approach. This approach is based on the thesis of eliminating barriers between employees of different categories and levels, building an effective system of motivating labor and creating a favorable psychological climate for building relationships in a team.

It is obvious that the core of any organization is its staff. The category of personnel can be characterized by the presence of legally registered labor relations with the employer. It should be noted that the staff is a special and one of the most important objects of management, therefore the main content of personnel management is the planning, formation, distribution and redistribution of human resources. Being an object of management, the staff has a number of properties and characteristics. Consider some of them: the existence of a work collective, which is formed from several interacting employees. Characterizing the type of such cooperation, they are taken into account as individual characteristics of employees, which include the status and the role to be performed in the group, and the level of organization of the group.

The system of personnel management is very multifaceted, it includes all aspects of interaction of workers with the organization.

Employees are the main resource that determines the future of the organization, which turns it into human resources - a collection of personalities, each of which has a special personality, knowledge, creativity and selfdevelopment. The transition from human resources management to human resource management opens new perspectives related to the expansion of the development opportunities for employees, the formation of an essentially open type of personnel selection and broadens the boundaries of the professional and job profile of a single employee [3, p.97].

This approach, based on consideration of employees as human capital, is topical, as the country's transition to market relations has changed the means and methods of personnel management. It should be noted that now the workers have become the main source of the company's well-being. The consideration of employees as human capital presupposes an individual approach to each employee, a struggle for the active involvement of highly qualified personnel and a rejection of the stereotype that staff do not require additional.

Each organization uses certain methods and techniques to make the most effective use of the potential of employees. The totality of such methods and techniques is called a model of personnel management. There are different classifications of models of personnel management. Classically, the most popular is the classification, which is based on the historically established national characteristics of personnel management: American, Japanese, Western European and Russian. All these models are combinations of methods and techniques that are used to make the most effective use of the potential of employees of the enterprise. The development of a particular model of personnel management of the organization is a multi-step process in which neither the global goals of the organization, nor the specifics of the company's activities, or the motivation of employees are left without attention. Having formulated a certain strategy for personnel management of the organization, steps are also being developed, through which management issues will be addressed. We see that now there are not few models of personnel management, each of them is relevant and characteristic for different countries and mentality.

Bibliographic list:

management staff resource team

. Komarov E .. Features of the American style of management // Personnel management, -2000. №9.

. Gubenko. E. On the issue of the model of personnel management in Japanese companies / E. Gubenko / Man and work.-2013.-№1

"Экономика и социум" №11(42) 2017