Evaluation of the level of the usage of social instruments for human resource management: example of agro-processing enterprises of Ukraine
Abstract
Purpose. The purpose of the article is to suggest an evaluation method of the level of the usage of social instruments for human resource management by example of agro-processing enterprises of Ukraine.
Methodology / approach. The research described in the article was carried out according to the method developed by the authors for evaluation of the level of the usage of social instruments for human resource management on the enterprise. This method is based on the self-evaluation of social instruments for human resource management by HR managers together with top managers of the enterprise, comparing these results with the desired indicators of development of each of the social instruments in accordance to strategic guidelines, and development of a Plan of actions on the development of social instrument for human resource management.
Results. According to the results of authors’ method approbation of analysis of the level of the usage of social instruments for human resource management on the agro-processing enterprises of Ukraine it is established that the usage of social instruments of human resource management by these enterprises is estimated as average (41–58 points). The predominant social instruments for human resource management on the enterprises under investigation are the welfare of employees and working life, planning and development of employees’ career, efficiency management and conflict management. The low level of the usage of social instruments of employees’ participation in enterprise management, setting-up of effective social partnership, feedback, counseling and coaching reflect the out-of-date understanding of the staff as a work force rather than the most important resource. On the basis of the conducted analysis it was determined that unsystematic usage of social instruments for human resource management is observed at the enterprises of agro-processing industry of Ukraine. Neglecting of the social instruments as an important factor of formation of human resource of an enterprise and increasing its competitiveness reduces industrial and innovative development of an enterprise in general.
Originality / scientific novelty. The methodical provisions for evaluation of the level of the usage of social instruments for human resource management on the enterprise are improved. For the first time the content of each social instruments of human resource management is offered and a total scale for evaluation of the level of the usage of social instruments for human resource management on the enterprise and the characteristics of each level are submitted.
Practical value / implications. The proposed authors’ evaluation method of the level of the usage of social instruments for human resource management of the enterprise is successfully tested at the agro-processing enterprises of Ukraine and it demonstrates its viability and practical usefulness. The evaluation method is recommended for enterprise’s HRM services as a tool to evaluate the level of the usage of social instruments for human resource management.
References
2. Borysenko, N. (2017), The team – all under force! BULLETIN-Book, vol. 04(79), pp. 36–39.
3. Burkovska, A. and Romanchyk, M. (2016), The Ensuring of the competitiveness of the Enterprises through the Strategic Human Resource Management. Agricultural and Resource Economics, vol. 2, no. 4, pp. 43–51, available at: https://are-journal.comare/article/view/62.
4. Havrysh, O., Dovhan, L., Kreidych, I. and Semenchenko, N. (2017), Tekhnolohii upravlinnia personalom [Human Resources Management Technologies], NTUU “KPI imeni Ihoria Sikorskoho”, Kyiv, Ukraine.
5. Khuong, M. N., Mai, T. P. and Phuonga, N. T. M. (2020), The impacts of human resource management practices on employees’ motivation and loyalty. Management Science Letters, vol. 10, pp. 2673–2682. https://doi.org/10.5267/j.msl.2020.3.025.
6. Kozlov, A. and Teslya, A. (2017), Human Factors for Development of Corporate Internal Social Investments Portfolio. Advances in Intelligent Systems and Computing, vol. 498. pp. 751–758. https://doi.org/10.1007/978-3-319-42070-7_69.
7. Korte, R. and Mercurio, Z. A. (2017), Pragmatism and human resource development: practical foundations for research, theory, and practice. Human Resource Development Review, vol. 16, no. 1, pp. 60–84. https://doi.org/10.1177/1534484317691707.
8. Krishnan, T. N. and Scullion, H. (2017), Talent management and dynamic view of talent in small and medium enterprises. Human Resource Management Review, vol. 27, no. 3, pp. 431–441. https://doi.org/10.1016/j.hrmr.2016.10.003.
9. Matookchund, N. G. and Steyn, R. (2019), Performance appraisal as an antecedent to innovation: an analysis of its importance relative to other human resource practices. SA Journal of Human Resource Management, vol. 17, a1219. https://doi.org/10.4102/sajhrm.v17i0.1219.
10. Miković, R., Petrović, D., Mihić, M., Obradović, V. and Todorović, M. (2020), The integration of social capital and knowledge management – The key challenge for international development and cooperation projects of nonprofit organizations. International Journal of Project Management, vol. 38, no. 8, pp. 515–533. https://doi.org/10.1016/j.ijproman.2020.07.006.
11. Paniuk, T. (2016), HR management of processing enterprises in the context of corporate social responsibility. Bulletin of Ternopil National Economic University, vol. 2, pp. 133–141.
12. Pysmenna, O. O. (2017), Theoretical bases and methodical tools of formation of HR strategy of the enterprise, Ph.D. Thesis, Economy and management of enterprises (by types of economic activity), National Metallurgical Academy of Ukraine; National Mining University, Dnipro, Ukraine.
13. Roumpi, D., Magrizos, S. and Nicolopoulou, K. (2019), Virtuous circle: human capital and human resource management in social enterprises. Human Resource Management, vol. 59, no. 5, pp. 401–421. https://doi.org/10.1002/hrm.22002.
14. Schaupp, M. (2020), Understanding the evolution of the forms of carrying out human resource development. Human Resource Development International, vol. 24, is. 3, pp. 262–278. https://doi.org/10.1080/13678868.2020.1818528.
15. Schultz, T. W. (1961), Investment in Human Capital. The American Economic Review, vol. 51, no. 1, pp. 1–17, available at: https://www.jstor.org/stable/1818907.
16. Serniak, I. (2019), Generalization of the experience of HRM social instruments using at processing enterprises of Ukraine. Path of Science, vol. 5, no. 9, pp. 2006–2013. https://doi.org/10.22178/pos.50-5.
17. Serniak, I. (2019), The role of social instruments of human recourse management at the organization’s human resource development. Halytskyi ekonomichnyi visnyk, vol. 59, no. 4, pp. 75–83. https://doi.org/10.33108/galicianvisnyk_tntu2019.04.075.
18. Tkachenko, A. M. (2014), Methodical approaches to assessing the efficiency of staff use. Prometheus, vol. 2(44), pp. 188–191.
19. Uresha, K. and Opatha, H. (2020), Measuring instruments for human resource management and employee happiness. Asian Journal of Social Sciences and Management Studies, vol. 7, no. 3, pp. 180–187. https://doi.org/0.20448/journal.500.2020.73.180.187.
20. Yakhontova, E. S. (2003), Effektivnyie tehnologii upravleniya personalom [Effective HR management technologies], Piter, Russia.
