People-Oriented Management of Enterprises and Organizations

The presented study examines and undertakes to overcome contradictions in modern enterprise management systems, providing a deeper insight into the new knowledge, skills, and role of an individual in business activities.

Aim. The study aims to determine a range of problem situations in the people-oriented management of enterprises and organizations at the stages of building knowledge about the profession and accentuating knowledge, skills, and abilities relevant to the intended professionalization, and the resource potential of employees within the existing economic and organizational framework of personnel management.

Tasks. The authors conduct comparative studies with allowance for the spatial and temporal transformations in the use of tools for improving the efficiency and quality of the operation of Russian enterprises, and make comparisons with data on the operation of modern foreign corporations, determining the dynamics, new value orientations, and motivation among the personnel.

Methods. The theoretical and methodological basis of this study includes works of Russian and foreign scientists on improving the operation of enterprises and organizations through the principles of people-oriented management of educational potential, professionalization and motivation of employees, and interviews of different age and professional groups of employees.

Results. The authors determine the primary causes of the low level of professionalization among young people within the system of disseminating family relations, spontaneous choice of profession by university students, inconsistency between new knowledge generated during education and its actual use in the operation of enterprises and organizations, lack of consideration among the management for the social expectations of employees and their ideas on improving the quality of life, inadequacy of employee motivation measures to the task of improving the efficiency and quality of work. The study also formulates directions for overcoming modern inconsistencies in the people-oriented activity of enterprises and organizations as well as systemic motivation mechanisms for different employee groups.

Conclusions. Definition of the range of problem situations in the people-oriented management of enterprises and organizations combined with theoretical and empirical analysis of professionalization and employee motivation makes it possible not only to determine the scope of contradictions in the emerging social and labor relations, but also to develop a program of actions to resolve them.

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