Problem of sraff (personnel) adaptation

Problem of sraff (personnel) adaptation

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;

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 organization

Duties

Of
the direct head

Of
the manager of the personnel

Drawing
up of the program of the orientation

Carries
out

assists

Acquaintance
of beginners with firm and its history

Carries
out

Carries
out

the
Explanation of problems and requirements which are shown to work

Carries
out

Functions
and actions of the organization

Duties

Of
the direct head

Of
the manager of the personnel

Put
beginner in the work group

Carries
out

Stimulation
the help to beginners from the experienced employees

Carries
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.

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 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 post

Requirements

Education

Higher
education

Speciality

The
psychologist and/or the expert on work

The
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 functions

Periodicity and term of execution

1.

The organization of training of heads of subdivisions on problems of
adaptation

Monthly – 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
years

2.

Consultation of workers on social, economic, psychological,
juridical questions of adaptation

As required – in the individual and group order

3.

Drawing up of plans of measures on adaptation of the
personnel

Annually – in the end of year for the next calendar year

4.

Drawing up of the report on results of activity

Quarterly, 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

 Delivering

The
content of the information

The form

Term and
periodicity of receiving

The
content of the information

The form

Term and
periodicity of delivery

1

2

3

4

5

6

1. The
notice on presence of conflicts or other problems in a realization of planned
arrangements on adaptation

Memo

As required

1. A plan
of arrangements within the limits of the program of adaptation for a year

Plan of
arrangements

Annually –
in the beginning of year

2. The
request for carrying out of training

Inquiry

As required

2. Data on
optimization of processes of adaptation of new workers for subdivisions

Recommendations,
methodical materials

As required

3. Data on
turnover of staff and other qualitative and quantity characteristics of
success of adaptation

The report
on turnover of staff

3. The
report on the done work and results

The report

As
required, but not less often than 1 time for a quarter

4. The
request for consultation from the worker

Oral

As required

4. Answers
to questions of workers

Oral/written

As 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.

Month

Action

January

Selection
of the expert on adaptations, the statement of the standard of adaptation and
the functionary regulations of the expert

February

Establishment
of instructors, training of instructors

March

Explanatory
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 adaptation

April

May

June

July

August

September

October

November

December

 

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]

Action

The
responsible executor

Terms

Selection
of the expert on adaptation

The
personnel department manager

The first
stage of introduction of the project

The
statement of the standard of adaptation

The
personnel department manager

The first
stage of introduction of the project

The
statement of the functionary regulations of the expert

The
personnel department manager, director

The first
stage of introduction of the project

Establishment
of instructors, training of instructors

The
personnel department manager, the expert on adaptation

The first
stage of introduction of the project

Explanatory
work in the organization

The expert
on adaptation

Constantly

Creation of
a corporate standard of work

Constantly

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

Director

Constantly

Evident
propaganda

The expert
on adaptation

Constantly

Instructing
of workers

The expert
on adaptation, heads of divisions, instructors

Constantly

 Enhancement
of a financial interest in work

Director,
financial service, the expert on adaptation

Constantly
(revision not less often, than one time in 2-3 years)

Detection
of a role of the individual in a group

The head of
subdivision, the  direct head of the worker, the expert on adaptation

Constantly

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

The expert
on adaptation

Anticipates
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.

Добавить комментарий

Ваш адрес email не будет опубликован. Обязательные поля помечены *