CONTENT

INTRODUCTION 3
CHAPTER 1. THEORETICAL ASPECT OF LEADERSHIP AND PEOPLE
MANAGEMENT 5
1.1. Evolution of perspectives on leadership: from management theories to
leadership models 5
1.2. Fundamental principles of leadership and personnel management 13
1.3. The role of leadership in shaping an effective team 17
CHAPTER 2. PRACTICAL ASPECT OF LEADERSHIP AND PERSONNEL
MANAGEMENT IN A RETAIL COMPANY 21
2.1. Current state of human resource management in the retail company 21
2.2. Tools and methods for effective personnel management in the company 23
2.3. Development of a strategy for implementing management approaches in
the business context 33
CONCLUSIONS 42
REFERENCES 44

INTRODUCTION
 3

Actuality of theme. Management and leadership in the field of personnel

management are key aspects of the successful functioning of any organization. One of
the key issues that arise in the context of people management concerns the differences
between leadership and management. Leadership is generally focused on inspiring,
motivating, and creating a vision, while management focuses on planning, organizing,
and controlling. Both aspects are necessary to ensure the effective functioning of the
organization, and successful leaders often combine both roles.
The role of a leader also includes the ability to develop and support a team, create
motivation among employees and stimulate innovative ideas. At the same time,
empathy, communication and the ability to inspire trust in the team are important
aspects. While the leadership role may be more about creating direction and strategy,
HR focuses on more specific aspects such as recruiting, training, evaluating and
developing employees.
The topic also emphasizes the development of leadership potential and the
importance of effective management of labor relations. Management is not limited to
strategic direction, it also includes practical aspects of effective communication,
motivation and staff development. Flexibility and the ability to adapt to new realities
become the determining factors of success.
Analysis of recent research and publications. A large number of issues related to
the understanding of the essence of management and leadership have been considered in
the works of domestic and foreign scientists. Among such researchers are R. Blake, D.
Vatten, R. Daft, I. Demkiv, Zh. Krysko, O. Kuzmin, O. Ovsyanyuk-Berdadina, L.
Orban-Lembryk, H. Owen, V. Haim, V. Sheinov and others, who reveal in detail the
concepts of "management", "management style", "leadership", as well as different types
of management styles and approaches to their selection in different types of
organizations.
 4

Goal of the study consists of an in-depth understanding and analysis of leadership

and personnel management processes in an organizational context.
In view of the goal, the following tasks arise:
- conduct a systematic review of the historical development of theories of
leadership and personnel management;
- to systematize the main principles of leadership and personnel management
based on literary and theoretical sources;
- carry out a diagnosis of the current state of personnel management in a retail
company.
The object of research is processes and phenomena related to leadership and
management of people in an organizational environment.
The subject of research is the concepts, methods, tools and practices of leadership
and personnel management aimed at achieving efficiency, employee satisfaction and
achieving strategic goals of the organization.
Research methods. The research will include the use of both quantitative and
qualitative methods. Quantitative methods may include questionnaires, analysis of
occupational rating data, and statistical analyses, while qualitative methods may include
interviews, focus group discussions, and case studies.
Practical significance. The results of the study can make a significant
contribution to the development of effective leadership and personnel management
strategies, which will contribute to increasing the productivity and stability of the
organization, as well as improving employee satisfaction.
Scientific novelty. The research aims to identify new trends in the field of
leadership and personnel management, reveal innovative approaches and improve
existing theories, which expands the scientific understanding of these concepts.
 5

CHAPTER 1. THEORETICAL ASPECT OF LEADERSHIP AND PEOPLE

MANAGEMENT

1.1. Evolution of perspectives on leadership: from management theories to

leadership models

To date, thousands of different studies on leadership have been conducted. As a

result, three main approaches to leadership were formed [12]:
1. Approach from the position of leadership qualities (regardless of the situation).
2. Approach from the position of leadership behavior (regardless of the situation).
3. Situational approach to leadership.
Each of these approaches has scientific concepts of leadership that explain this
phenomenon. Let's consider the most famous of them. Approach from the position of
leadership qualities.
The very first approach to the study and explanation of leadership was also called
traditional (or the theory of great people). The first researchers who tried to identify the
qualities that distinguish "great men" in history from all others, believed in the existence
of a unique set of qualities and sought to learn how to measure and use them, believed
that leaders are born, not made. These studies revealed a rather large list of leadership
qualities, some of them are intelligence, education, attractive appearance, honesty,
initiative, self-confidence, etc. But in addition to the fact that scientists did not reach a
consensus on a specific list of qualities, they could not explain how a leader appears. So,
this theory has certain shortcomings, namely: the list of qualities is endless, there is no
close relationship between the qualities of a leader, and there is no definitive portrait of a
leader. At the same time, the approach turned out to be quite interesting and became a
kind of impetus for the development of other concepts [1].
Approach from the position of leadership behavior.
 6

The object of research of this concept was leadership behavior and the conclusion
that a leader can be educated. The concept of leadership behavior includes theories:
Lewin's three leadership styles, Ohio State University research, Michigan University
research, the Likert management system, the management grid, the concept of rewards
and punishments, and leadership substitutes.
Levin's three leadership styles.The German scientist Kurt Lewin, having
conducted research, identified three styles of leadership: authoritarian, democratic and
liberal and the factors affecting their effectiveness. Levin proved that management styles
do not have clear boundaries between them, but on the contrary can smoothly transition
from one to another, forming a continuous chain. At the same time, increasing the
degree of manifestation of one style reduces the manifestation of others [6].
Ohio State University Researchwere conducted with the aim of developing a two-
factor leadership theory based on the study of the structure of relationships in the
organization and interactions within these structures. In the first case, the behavior of the
leader was studied, with the help of which he organizes and determines the structure of
relationships in the group (roles, rules and work procedures), in the second case, the
relationship between the leader and followers was studied. It was found that the most
effective leaders are those who pay attention to both variables.
University of Michigan researchwere conducted to determine the differences in
the behavior of effective and ineffective leaders [2].
They studied the concentration of the leader's attention on work and on
employees. The conclusions were reached: an effective leader is one who tends to
support employees and develop good relationships with them; uses a group approach to
management; sets a high level of work performance and stressful tasks.
These studies formed the basis of Rensis Likert's concept "Management System 1,
2, 3 and 4". He distinguished two categories of leaders: employee-oriented and work-
 7

oriented, and developed four management systems based on three organizational

variables:
- the level of the leader's trust in his subordinates and his confidence in them.
- nature of motivation.
- nature of influence on subordinates and interaction with them.
Management grid Mouton and Blaker gained the most popularity among the
concepts of behavioral theories of leadership. It is made in the form of a matrix
consisting of 9 rows and 9 columns, the intersection of which will form 81 fields. Within
this matrix, placed on the axis of coordinates, zones of 5 leadership styles are
distinguished based on the definition of interest in work and interest in people [13].
Blake and Muotton made the following conclusion: in different specific
conditions, each of the management styles can be quite effective, but in a typical
situation of business development, the most successful will be the use of team
leadership.
The concept of reward and punishmentmade it possible to distinguish four types
of leadership behavior (depending on the use of rewards or punishments: punishment for
the level of work performance, punishment without taking into account the quality of
work, rewards for the level of work performance, rewards without taking into account
the quality of work) and to investigate their influence on the effectiveness of work
quality [3].
Substitutes for leadership.Scientists have come to the conclusion that sometimes
there may be situations when there is no need for directive leadership, that is, for some
employees, self-management can be used on the basis of so-called leadership substitutes
[21]:
1) abilities, experience, training and knowledge;
2) independence and independence;
3) professionalism;
 8

4) lack of reaction to rewards;

5) clarity, honesty and routine;
6) lack of alternative methods;
7) receiving feedback in work;
8) internal job satisfaction;
9) formalized process;
10) impossibility of flexible relationships;
11) group approach;
12) the leader has no right to reward;
13) there is no direct contact with subordinates.
The general meaning of the concept of leadership behavior - leaders are made, not
born; leadership behavior can be improved through training and special training.
The concept of situational leadershipincludes the following theories:
Tannenbaum-Schmidt leadership behavior continuum, Fiedler's situational leadership
model, Hersey and Blanchard's situational leadership model, House-Mitchell's path-goal
model, Stinson-Johnson's model, Vroom-Yetton-Yago's situational decision-making
model [4].
Tannenbaum-Schmidt leadership behavior continuum. Its essence is that the
leader chooses one of seven possible patterns of behavior from completely authoritarian
to completely democratic, depending on the interaction of three factors [17]:
1) Leader - issues of a personal nature. The leader must evaluate his own views,
inclinations, the level of trust in himself by his subordinates, and the degree of his
determination.
2) Follower - issues concerning subordinates. The manager must assess the
propensity of his team members for independence, responsibility, evaluate the interests
of subordinates, the level of knowledge, and the desire to be involved in the decision-
making process.
 9

3) Situations - questions related to the specifics of a specific problem. The most

important factor to consider when choosing a behavior style is the cause of the problem.
It is necessary to pay attention to the competence of the group on this issue, the time
limits set aside for decision-making, the type and history of the organization's
development.
According to the authors of the theory, there are five more between the
democratic and authoritarian style [5]:
1 - the leader gives freedom to the collective to make decisions, and he himself
only approves them;
2 - the leader, within certain limits, delegates the right to make decisions to the
groups;
3 - the leader raises problems, asks for suggestions and makes decisions himself.
4 - the leader proposes solutions and considers it possible to change them taking
into account the opinions of the team;
5 - the leader puts forward ideas and offers to discuss them, makes the decision
himself;
6 - the leader makes decisions himself and assures followers of the fidelity of his
decisions;
7 - the leader himself makes decisions and conveys them to subordinates. Fiedler's
model of situational leadership. Fred Fiedler is known as one of the first management
experts who believed that the effectiveness of a management style can be assessed if the
chosen style corresponds to the given situation. He also believed that the success or
effectiveness of one or another management style depends on three factors: the
manager's relationship with subordinates, the structure of production tasks, and the
manager's level of authority. The model examines the manager's behavior in various
situations and makes it possible to adapt the style to these situations, or to change the
situation for the manager.
 10

House and Mitchell's path-goal model.This model, which is similar to Fiedler's

model and has much in common with the expectancy theory of motivation, was
developed by T. Mitchell and R. House. their approach received the name "path - goal"
based on the conclusions that a prosperous manager is obliged to perform three types of
tasks: must explain to subordinates how best to achieve the set goals; develop and
implement methods for achieving goals; in the process of performing production
functions, the manager must carry out coordinating and directing activities [11].
In addition, in the process of work, it is possible to reduce or increase the intensity
of subordinates' activity. The "path - goal" model explains the influence of the leader's
behavior on the motivation, satisfaction and productivity of subordinates.
This model includes four management styles: directive leadership, supportive
leadership, achievement-oriented leadership, and participative leadership. their use is
determined by the situation, preferences and personal qualities of the performers, the
degree of their confidence in their abilities and the ability to influence the situation.
Hersey and Blanchard model.P. Hersey and K. Blanchard developed a situational
theory of management, which was called the life cycle theory. According to this model,
the use of style depends on the degree of maturity of subordinates, their ability to be
responsible for their behavior, education and experience in solving specific tasks, and
the desire to achieve set goals. Hersey and Blanchard formulated four basic management
styles: giving instructions, denying, participating, delegating [6] (Table 1.1).

Table 1.1 – Interdependence of leadership style and followership excellence

Stages of follower perfection Leadership style
M.1. - people are unable and unwilling to work, B.1 - Pointer - high directiveness, work
they are either incompetent or insecure supervision

M.2. - people are not capable, but want to work, B.2. - Reassuring - directiveness and support
they have motivation, but lack skills and abilities
M.3. - people are capable, but do not want to B.3. - Participation - motivation and involvement
work, they are not interested in what the manager
 11

offers
M.4. - People are able and willing to do what B.4. - Delegating - developing a creative
their manager suggests approach to work

Stinson-Johnson model- establishes a relationship between the leader's behavior

and the structure of work, its nature: a style based on high interest in work and a style
based on low interest in work. According to this model, high interest in work and low
interest in relations with subordinates on the part of the leader is effective in the
following two situations [10]:
- the work is highly structured, the performers have a strong need to achieve
results and independence, they have extensive knowledge and experience to perform the
work;
- work is unstructured, performers do not feel the need to achieve results and
independence, they have low knowledge and experience.
Low interest in work and high interest in relationships with subordinates is
appropriate in the following two situations:
- the work is highly structured, but the performers do not feel the need to achieve
results and independence if they have sufficient knowledge and experience;
- the work is unstructured, but the performers have a strong need to achieve
results and independence when they have significant knowledge and experience.
Vroom-Yetton-Jago situational decision-making model. According to the authors
of this model, depending on the situation, the characteristics of the team and the
characteristics of the problem itself, five management styles can be distinguished. These
five styles represent a continuum, starting with an autocratic decision-making style (A
and B), then consultative (B and D) and ending with full participation (D) [7].
A - The manager himself makes decisions based on available information.
B - The manager informs subordinates of the essence of the problem, listens to
their opinions and makes a decision.
 12

B - The manager discusses the problem with subordinates, summarizes the

opinions expressed by them and, taking them into account, makes his own decision.
D - The manager discusses the problem together with subordinates, and as a
result, a general opinion is formed.
D - The manager constantly works together with the group, which either makes a
collective decision or makes a better one, regardless of who is its author.
Modern concepts of leadership.
The theories and concepts of leadership discussed above are classic, or they are
also called traditional. Today, modern concepts of leadership are being developed,
which try to combine traditional and situational approaches, they include: the concept of
attributive leadership, the concept of charismatic leadership, the concept of
transformative leadership [15].
The concept of attributive leadership.The idea of this concept is that attributive
"obstacles" (attributing subjective reasons for the subordinate's poor performance and
inaccurate information about him, such as laziness, low responsibility, weak abilities)
often distort the manager's perception and force him to be inconsistent in his actions
towards the subordinate . As a result, it is not so much the leader who influences
subordinates as the "leader-subordinate" relationship who influences the leader. Such a
situation can lead to the dismissal of an employee or manager [8].
If the relationship is adequate to the situation (the manager's views and behavior
in working with subordinates are positively perceived by them), then the enterprise
functions effectively and the relationship is enriched. In the opposite case, the
relationship deteriorates and, as a result, conflicts arise. The adequacy of the relationship
and the situation can be achieved if both the manager and subordinates learn lessons
from each other's actions.
The concept of charismatic leadership.Charismatic influence is an influence based
not on the logic of actions, but on the personal qualities of the leader: external and
 13

internal attractiveness, image, manner and style of behavior (language, gestures,

postures), etc. Charisma enables a leader to lead people, is a source of personal power
over subordinates. Charisma can be positive, ethical (Mahatma Gandhi, Martin Luther
King) and negative (Joseph Stalin, Adolf Hitler) [16].
The concept of transformative (reformative) leadership. The essence of
transformational leadership lies in the leader's ability to transform new visions of
problem solving into action by followers and stimulate their enthusiasm [9].
A reformer leader inspires not with charisma, but with a creative approach to
business, supported by real past achievements, not myths. Relations with subordinates
are not built on the principle of "love-hate", but on the principle of "respect-calculate".
At the same time, followers are not inspired by short-term goals (earnings, the fastest
completion of work), but the long-term goal - the development of the entire group.
Distinctive features of a transformational leader are the involvement of subordinates in
management; active participation in group activities; constant balancing between
accepting the opinion of the group and dominating it.

1.2. Fundamental principles of leadership and personnel management

Leadership and personnel management are key aspects of the successful

functioning of any organization.
Definition of vision and mission is a key stage for leading an organization. These
aspects set the basic course and target orientations of the company, which is important
for creating a common focus and achieving success. Let's look at this in more detail in
the context of leadership and people management [20].
The leader plays a critical role in defining the organization's vision, which is a
vivid, clear and stimulating description of the future. This may include global ambitions,
strategic objectives and expected results. The vision defines the direction in which the
 14

organization seeks to move in the future. However, the definition of the mission is no
less important. The mission describes the main purpose and meaning of the organization.
This is what the company exists for, what values it stands for and what needs it satisfies.
The mission is a kind of compass that guides the activities of the organization at each
stage of its development.
The task of HR management is to ensure that every team member understands and
agrees with the vision and mission of the company. This means actively involving staff
in formulating these elements, clarifying their meaning and encouraging input.
Management must ensure that each employee understands how their work fits into the
overall context of the vision and mission. This may include conducting trainings,
creating clear communication channels and constant reminders of the company's target
orientations. It is also important to create an environment in which employees feel they
are part of the bigger picture and that they are making an important contribution to the
achievement of shared goals [17].
The leader, being responsible for the development of strategies, has the important
task of determining effective ways to achieve the goals and vision of the organization.
This includes an analysis of the external environment, an assessment of internal
resources and competitiveness. A leader must be a strategic thinker, able to identify key
success factors and determine the strategies that will most contribute to the achievement
of the goal. This may include developing new products, introducing innovations,
expanding markets or optimizing processes.
Personnel management plays an important role in the implementation of the
strategies developed by the leader. Defining specific tasks and plans is a key step in this
process. Management should reveal strategies for specific actions and tasks for team
members. This may include assigning tasks, defining deadlines, establishing
responsibilities and interactions between different departments or employees. It is also
 15

important to establish a monitoring and reporting system to ensure that strategies are
implemented effectively.
Ensuring clarity of tasks and their compliance with strategic goals helps direct the
entire team to achieve common goals. The interaction of the leader and personnel
management in this context determines the effectiveness of strategic development and
its implementation in practice [32].
The leader, responsible for leading the team, must create an inspiring environment
in which team members can develop and maximize their potential. This involves
creating an atmosphere that supports creativity, innovation, and the open exchange of
ideas. A leader must be a role model in managing his own development, creating a
culture where learning and growth are an integral part of the work process. An
organization where everyone feels that their contribution is important and valuable
becomes an open field for unlocking the potential of each team member.
Personnel management has the task of creating an effective team environment in
which each employee feels important and interacts with other team members. This
includes the formation of high-quality communication links between participants, the
creation of a positive working climate and the support of interaction. Management
should help resolve conflicts, promote cooperation, and ensure mutual assistance within
the team. Common goals and mutual understanding of tasks form effective team
dynamics, where everyone feels their role in achieving common goals [18].
The focus on personal development and support of team interaction contribute not
only to the efficiency of task performance, but also increase the morale and engagement
of team members. Successful team leadership includes promoting personal growth,
building a positive psychological climate, and creating conditions for achieving
collective success.
A leader who is responsible for motivation and recognition recognizes and
understands the individual needs and motivators of his team members. This includes not
 16

only material incentives, but also an understanding of the personal and professional
goals of each employee. A leader must create an environment where employees feel that
their efforts are valued and important to the achievement of common goals. This may
include recognizing high achievement, providing opportunities for self-improvement
and development, and creating a supportive work environment.
Human resource management uses a variety of motivational techniques to
maintain employee performance and satisfaction. This may include a system of rewards
and recognition for achievements, providing opportunities for training and professional
development, as well as creating a transparent career growth system. An important
element is considering the individual characteristics and wishes of employees in order to
motivate their commitment and involvement in work. Positive feedback, constructive
guidance, and opportunities for self-expression help improve team morale and
productivity [23].
Addressing individual needs and motivators, as well as providing recognition for
achievement, are key elements of effective leadership in the context of employee
motivation and satisfaction. This not only increases work efficiency, but also helps
create a positive work climate where employees can develop and achieve great results.
Effective leadership involves ensuring open and effective communication within
the organization, creating mechanisms that allow everyone to understand shared goals
and objectives. This includes regular meetings, briefings, electronic communication
tools and other tools for communicating information. A leader must create a sense of
openness and accessibility so that team members feel that their views and ideas are
important. In particular, this may include clarifying strategies, emphasizing the
importance of each contribution, and promoting open exchange of information between
all levels of management.
Personnel management involves the ability to listen, express ideas and
instructions clearly and comprehensibly. This means not only transmitting information,
 17

but also actively listening to employees, taking into account their opinions and taking
into account important aspects in communication. Management must show empathy and
understanding of the individual needs and perspectives of employees. Clear and
understandable instructions create conditions for completing tasks without
misunderstandings, and also support effective cooperation within the team [19].
Thus, for both leadership and personnel management, effective communication is
defined by openness, clarity, and mutual understanding. This allows achieving common
goals while maintaining a high level of internal coordination and employee involvement
in common tasks. Therefore, these principles interact with each other and create a basis
for effective leadership and personnel management, contributing to the success of the
organization.

1.3. The role of leadership in shaping an effective team

Managerial leadership is a type of management in which the manager closely

connects his individual motives and goals with organizational activities. This
relationship determines the emotional and volitional reactions of the leader and his
environment, creates a situation where personal traits and habitual patterns of behavior
become especially important for the effectiveness of solving the tasks facing the
organization and management.
A managerial leader, performing many social roles, must have a variety of skills
and relationships. His competence as a manager presupposes special competence in
solving the most difficult problems for management [24]:
- strengthening the role and influence of management in the affirmation and
development of a certain type of organizational culture;
- building effective communication in the organization;
- management and use of the potential of group dynamics;
 18

- formation of working groups and teams;

- building coalitions and developing partnerships;
- a modern reaction to the dynamics of the external environment and change
management. An important component of organizational activity is the professional
thinking of the manager-leader, which allows you to find optimal ways to achieve
maximum results and great benefits with less costs and efforts, and puts ideas into
action. A manager-leader must have the following characteristics of thinking [29]:
- to have a breadth of thinking, the ability to predict the future; at the same time,
encourage your subordinates to think, show the personal perspective of each employee;
generate new ideas, find new resources, analyze the company's financial condition;
- solve practical issues through the prism of available human capabilities;
- quickly navigate situations that require the practical application of people's
knowledge;
- to create stimulating motives for activity, to find ways and means of people's
interest in the matter, material and moral incentives;
- first of all, think about the success of the entire organization, help employees in
revealing their possibilities, abilities, lead with the power of the leader's authority, not
the power;
- to constantly be in search of non-traditional approaches to the solution of
production tasks, to overcome the limits of existing ideas about existing problems and
methods of their solution;
- possess abstract thinking, intuition to successfully choose the time of decision-
making, entering the market, use ethical criteria in the decision-making process, predict
consequences;
- make decisions in extreme situations, even in conditions of lack of information;
- have a high degree of ability to learn when forming organizational knowledge;
- critical mindset, logic and argumentation of critical remarks;
 19

- have communication skills.

Team is an effective means of implementing more complex and difficult
organizational tasks. Before starting to form a team, a managerial leader must carefully
analyze the situation and accurately determine the motives and goals that prompt him to
form a team.
For the effective functioning of the team, the managerial leader needs to carry out
successive changes in the decision-making procedure, the distribution of powers and
responsibilities, and the execution of tasks. He should modify the usual models of
behavior and leadership styles, contribute to the adequate change of management
practices to those managers whose activities are related to the functioning of the team
[21].
It is possible to distinguish the following stages of the activity of a managerial
leader in the implementation of teams in organizational activities:
Previous stage: diagnosis and change of leadership and management styles,
preparation of the organizational environment, establishment of goals and objectives,
development of evaluation criteria, determination of directions and areas of use of
teams.
Team formation stage: selection of applicants, creation of conditions, distribution
of roles.
Team management stage: setting goals, monitoring and evaluating activities,
ensuring development conditions. The leader must also define his role in the future
team. He can create a team in which he will become a member, performing clearly
defined roles and functions, or he can initiate the formation of a team in the activities of
which he will not directly participate.
The peculiarity of the role of a managerial leader determines the range of tasks
facing him in team formation. If he plans to become a member of a team, he focuses his
efforts on creating conditions suitable for its functioning, as well as on team building
 20

processes. If he plans to remain the leader of the group without being a member of it,
then he concentrates on creating conditions that ensure the maximum effective use of the
potential of team activity, and also reserves the functions of monitoring and evaluating
the team's performance. He can perform both roles at the same time, being, for example,
in the strategic planning team and remaining the managerial leader of a number of teams
at lower levels of management. In each case, he acts as a change agent, whose task is to
create conditions for the effective functioning of the team, first of all due to the approval
of the common vision of its mission and the specifics of its activities.
The influence of the management leader on the team is determined by the
following interrelated factors [30]:
- objective goals and capabilities of the managerial leader in team formation and
management;
- individual characteristics of group members, their personal motives, competence
and expectations;
- features of the team formation stage and group dynamics processes;
- organizational goals, strategy, their connection with the goals of team activity;
- the management leader's choice of an appropriate way to support the team.
The management leader carries out his activities in the formation and
management of the team in the following areas [24]:
- providing assistance to team members in the reorientation of their expectations,
dominant motives of behavior and experience (in order to transfer the aspirations of
subordinates from self-realization to the fulfillment of a single task);
- assisting team members in their desire to realize themselves as a team where
everyone has common values and behavior patterns;
- helping team members to understand the role of interdependence in success or
failure;
- increasing the degree of trust and mutual understanding between team members;
 21

- constant improvement of communication within the team itself.

CHAPTER 2. PRACTICAL ASPECT OF LEADERSHIP AND

PERSONNEL MANAGEMENT IN A RETAIL COMPANY

2.1. Current state of human resource management in the retail company

PJSC "Zorya" is one of the leading companies in the field of printing and has a
modern production base for the creation of high-quality packaging, advertising and label
products.
The mission of PJSC "Zorya" is to fully satisfy the demand of consumers in the
field of production of plastic products and printing products. The main goal of the
company is to constantly improve the quality of goods and services to meet the needs of
consumers, both in the field of printing and in the field of animal identification. In the
field of printing, the company has a full range of works that allow you to create a wide
range of printing products [25].
- advertising polygraphy (postcards, booklets, prospectuses, brochures,
posters, postcards, calendars);
- packaging products (boxes for food products, boxes for Christmas
decorations, packaging forperfumes, various configurations and designs of boxes for
New Year's gifts);
- branded advertising stands for beer glasses
In the field of animal identification, the company's work is aimed at providing
consumers with the necessary tools for effective agricultural business. PJSC "Zorya" is a
national manufacturer and distributor of modern means of animal identification.
Also, the printing enterprise develops advanced technologies and implements
modern onesequipment, providing quality and efficiencyperformance of such works
 22

as: development of designs of various constructions of packaging products; offset sheet

printing; application of foil (embossing); congress; cutting out; production of stamps;
pasting; flat A complete technological cycle allows to produce the highest quality
product. That is, PJSC "Kyiv Printing Factory "Zorya" controls the quality of products
from their development to production, sale and after-sales service.
The main areas of activity of Zorya PJSC are [31]:
- production and supply of packaging and label products;
- production and supply of means for animal identification;
- distribution of electronic animal identification systems.
The organizational structure of management is a set of organizationally ordered
relations and connections between links and levels of management. The director of
marketing, deputy director of marketing, deputy director of marketing for sales,
consultant of the general director on business and science strategy, head of the budgeting
department are subordinate to the chairman of the board and the general director of the
enterprise.
The organizational structure of Zorya PJSC includes the following structural
units: financial department, marketing department, advertising and design departments,
sales department, production department, technological department, quality control
department, supply department, warehouse of finished products, warehouse of paper and
materials, division logistics, workshops (intaglio and flexographic printing, offset and
repair and mechanical). The management of the enterprise, represented by the chairman
- general director, his deputy, directors, strives for the business excellence of its
enterprise and understands that in order to ensure effective activity in the conditions of a
market economy, increasing the competitiveness of products and expanding sales
markets requires a clear enterprise management system [26].
Organizational structure of PJSC "Zorya" is a system of management bodies and
structural subdivisions of the enterprise, which contains the names of management
 23

bodies and structural subdivisions, reflects the distribution of powers between structural
subdivisions and their subordination, and enables optimizing the decision-making
process related to the fulfillment of set tasks and goals.
PJSC "Zorya" has a complex branched organizational three-level management
system, which includes three management structures: general meetings; - Supervisory
Board; - CEO. This structure provides for the separation of powers and the transfer of
responsibility for decision-making by function vertically. The structure of PJSC "Zorya"
has divisions that ensure the implementation of the following main functions of its
activity [33]:
1. development packaging and labeling products and means for
identifying animals and introducing new technologies into production.
2. Production, control and supervision of the quality of printing products
produced;
4. Marketing and sale of printing products.
The organizational structure of PJSC "Zorya" is linear and functional, such a
structure is the most common nowadays. It successfully combines linear divisions that
perform the entire scope of basic economic activity with departments and services that
implement specific management functions at the scale of the entire organization
(planning, production, finance, marketing, personnel). The transfer of current
management to the heads of line divisions and the functional distribution of management
activities of the organization as a whole allow top management to focus on solving
strategic problems of the company's development, to ensure the most rational interaction
with the external environment. The organizational structure acquires a certain strategic
potential, and management - the conditions for its implementation.

2.2. Tools and methods for effective personnel management in the company
 24

The essence of the personnel management system of PJSC "Zorya" is work with
personnel, in accordance with the concept of the development of a printing enterprise
(Fig. 2.1).

PERSONNEL MANAGEMENT SYSTEM

PJSC "ZORYA"

The goal is to achieve an optimal leveling of the processes of updating and maintaining the
numerical and qualitative composition of personnel so that they meet the needs of the enterprise, the
requirements of current legislation and the state of the labor market.

MANAGEMENT OBJECT MANAGEMENT PROCESS

PERSONNEL PERSONNEL
Motivation Principles of management
Abilities Methods
Intelligence management
Values Management functions
Competence The organizational structure
Innovativeness Management technologies
Potential

Fig. 2.1 Personnel management system of Zorya PJSC

Personnel management of PJSC "Zorya" functionally includes a number of the

most important elements, schematically shown in Fig. 2.2.
 25

Elements of personnel mana

Zorya PJSC

Promotion WageLabor
Certification
system policy,
Recruitment,
organization
personnel
training Determination
Planning
costthe
selection forof
needand
management the general
personnel
evaluation strategy
taking
of personnel of the enterprise
into account the personnel
reserve

Fig. 2.2 Personnel management elements of Zorya PJSC

One of the most important elements is the definition of the general strategy of
personnel management. It develops and details the business and corporate strategies of
the printing enterprise and subordinates to the task of their implementation. The
personnel management strategy of Zorya PJSC is to attract highly qualified employees,
 26

constantly improve their professional skills and create attractive working conditions to
ensure the competitiveness, stability and reliability of the enterprise.
The management system at Zorya PJSC is based on the following principles [35]:
- Importance (people are the key and most valuable componententerprises);
- Reasonableness (any decisions and actions regarding personnel should be
made and implemented only to increase the efficiency of the printing enterprise);
- Systematicity (any decisions and actions regarding personnel should be
made and implemented only taking into account all management elements);
- Objectivity of evaluation (the company guarantees that the evaluation of
each employee and candidate for positions is carried out objectively. Objectivity means
that the evaluation of each employee or candidate for a position is carried out according
to uniform criteria, in accordance with established evaluation procedures and as
independently as possible from the subjective judgments of managers, employees, etc.);
- Focus on the result (all departments, specialists and managers must have a
clearly defined result of their activities and all employees must strive to achieve it. This
result is the criterion for evaluating success, and it is also the only criterion on which the
system of stimulation and motivation of PJSC personnel is based " Star");
- Continuous personal development and ensuring the self-realization of
employees (the development of the enterprise directly depends on the development and
self-realization of its employees);
- Correspondence of financial remuneration to qualifications and the level of
personal participation in the enterprise's activities (the system of material remuneration
of employees takes into account not only the qualifications of the employee, but also
contributes to increasing the level of his personal participation in the enterprise's
activities).
The personnel management system of Zorya PJSC formulates requirements for
managers and employees specific to different functional areas. These requirements are
 27

recorded in functional competencies. At the level of managers, the functional

competencies are as follows. Work with personnel is considered as a priority task of
each head of the structural divisions of PJSC "Zorya". the duty to assist employees in the
development of their professional skills and abilities.
Management influence on the activity of PJSC "Kyiv Printing Factory "Zorya" is
carried out with the help of management methods. As mentioned in Section 1,
management methods are methods of management actions on personnel to achieve the
organization's management goals. They are economic, administrative, and socio-
psychological. management methods that differ in ways and effectiveness of influencing
personnel [25].
Let's analyze in Table 2.1 the applied management methods at Zorya PJSC.

Table 2.1 Personnel management methods at Zorya PJSC

A group of Types of methods of use Managem %
methods ent level usesnya

1.1. Disciplinary responsibility and Higher 4

Administrative penalty
1.2.Job instructions Higher 10
1.3. Statute and organizational structure Higher 7
1.4. Orders, orders, instructions, Higher 10
instructions
Economical 2.1. Wage system Average 25
2.2. Reward system Average 10
2.3. Material assistance Average 5
2.4. Material benefits and privileges Average 7
Social and 3.1. Belief Downstre 5
psychological am
3.2. Praise and condemnation Downstre 10
am
3.3. Coercion, inducement Downstre 7
am
 28

Among administrative methods on PJSC "Zorya" uses disciplinary

responsibility and penalties, job instructions, statute and organizational structure, orders,
instructions, instructions, instructions. Economic methods are represented by a salary
system, a bonus system,material aid, material benefits. Persuasion, praise,
condemnation, coercion, and encouragement are used among socio-psychological
methods at the printing company.
The following main types of documents are used in the management process at
Zorya PJSC: resolutions, orders, orders, instructions, statutes, regulations, instructions,
decisions, acts, prescriptions, protocols, letters, reports, conclusions, transcripts,
protocols, summaries, plans. In order to rationally organize the flows of documented
information, it is necessary to regulate them, indicating at the same time the specific
recipient, sender and nomenclature of documents.
Thus, the personnel management system at PJSC "Zorya" is organized at a fairly
high level, economic management methods are mainly used.
It should also be noted that the level of remuneration of employees of PJSC
"Zorya" is significantly higher than the minimum wage in Ukraine as a whole by almost
2 times, and slightly higher than the average monthly wage in the printing industry.
In the process of personnel management at Zorya PJSC, it pays special attention
to the personnel selection process, which includes the process of studying the
psychological and professional qualities of an employee in order to establish his
suitability for the performance of duties at a certain workplace or position and to select
the most suitable candidates from the pool of applicants. suitable, taking into account the
correspondence of his qualification, specialty, personal qualities and abilities to the
nature of the activity, the interests of PJSC "Zorya" and himself. However, it should be
noted that PJSC "Zorya" uses a simplified selection procedure, which is explained by the
impossibility of reimbursing significant financial resources for conducting serious
personnel search and selection activities [28].
 29

The training of managers and specialists is carried out as a continuous process

throughout the entire period of their work. At PJSC "Zorya" the decision on employment
is made by the head of the company, based on a personal interview, available
characteristics and recommendations of the applicant. The main purpose of the interview
is to get to know and analyze the experience of the applicant, his achievements,
assessment of individual qualities - general erudition, depth of understanding of
problems, communication skills, purposefulness.
The personnel management system of PJSC "Zorya" includes personnel
development. Based on the data of the printing enterprise, it was found that one of the
main components of personnel development is the presence of a personnel development
strategy at the enterprise, which includes certain components, such as [37]:
‐ hereexistenceprofessionjust nowi pipreparationpersonnel;
‐ bodiescentralandIproduction adaptation of personnel;
‐ ensuring full use hereblessings;
‐ eyeswhiningpersonnel;
‐ forming a positive attitude of the staff towards the organizationcentralher
The main foundation of the business strategy of Zorya PJSC should be the
professional growth and career development of employees. Let's consider the process of
professional training of personnel at Zorya PJSC.
The professional training of PJSC "Zorya" personnel is aimed at improving the
quality of the professional composition of employees, is continuous and is carried out
during their working life with the aim of gradually expanding and deepening knowledge,
abilities and skills in accordance with the requirements of production. The personnel
department deals with the procedure of organizing professional training.
Let's consider the types of professional training for managers and specialists at
Zorya PJSC (table 2.2).
 30

Table 2.2 Types of professional training at Zorya PJSC

Classification Types of training according to the classification feature
sign
- internal - prepared and conducted by employees of the enterprise;
- external - prepared and conducted with the involvement of
external specialists, educational institutions;
Depending on the
- self-study - is prepared and carried out by the employee
participants in the
independently with consulting and methodical assistance from
learning process
educational institutions of professional development.

Depending - with a break from production - during training

the employee is released from his duties;
from - without separation from production - during training, the employee
combination of the combines it with the performance of his main duties.
educational process and
work at the enterprise
Depending on the target - retraining - training of an employee who has a new education
appointment necessary specialty (profession);
- professional development - the employee's acquisition of new
knowledge, skills and formation of new skills within the framework
of his profession, specialty;
- internships are held at related enterprises, universities, scientific
organizations, abroad with the aim of gaining better work experience;
- training in a targeted graduate school - conducted to solve scientific
problems, increase the level of scientific and pedagogical
qualifications.

Depending from time - short-term - training no more than 5 days;

teaching - medium-term - study for no more than 6 months;
- long-term - training for more than 6 months.
Depending on the - individual;
quantity - group
training participants

So, the company has a fairly wide range of types of professional training.
One of the main problems that hinders the professional training of employees at
PJSC "Zorya" is the low responsibility of employers for the level of professionalism and
qualifications of employees, as well as the reluctance to allocate funds for this. In
Ukraine, the responsibility for financing vocational training rests only with the
employer, so a significant number of enterprises do not have the opportunity to improve
 31

the qualifications of personnel in accordance with the requirements of modern

production [27].
An obstacle in the development of the professional training system is the poor
organization of training and training of personnel, the lack of an effective promotion
promotion system. Even when employers create conditions for professional training,
employees often refuse to take training courses, especially if it takes place outside of
working hours.
So, the essence of the personnel management system of PJSC "Zorya" is to work
with personnel, in accordance with the concept of the development of a printing
enterprise, aimed at attracting highly qualified employees, constantly improving their
professional skills and creating attractive working conditions to ensure the
competitiveness, stability and reliability of the enterprise. Management system staff at
PJSC "Zorya" is organized at a fairly high level, economic management methods are
mainly used. One of the main problems that inhibits the professional training of
employees at the printing enterprise is the low responsibility of employers for the level
of professionalism and qualifications of employees [42].
The organizational structure of management is a set of management units
connected in a certain way. It is characterized by the number of management bodies, the
order of their interaction and the functions they perform. The main purpose of the
organizational structure is to ensure the effective operation of management personnel. Its
composition at the enterprise includes: the head of the enterprise, department heads,
specialists, service personnel (technical). Within the framework of the management
structure, a management process (flow of information and management decision-
making) takes place, among the participants of which management tasks and functions
are distributed, and therefore rights and responsibilities for their implementation [40].
The formation of the organizational structure of the enterprise should be aimed at
 32

ensuring the effective operation of the enterprise, at implementing and introducing new,
as well as changing old approaches to managing the enterprise structure.
PJSC "Zorya" has a management hierarchy (pyramid) with differentiation
according to the rank of command authority, decision-making competence, authority,
position: higher, middle and lower levels of management. The management hierarchy is
a tool for realizing the company's goals and a guarantee of maintaining the system. The
higher the hierarchical level, the greater the volume and complexity of performed
functions, responsibility, share of strategic decisions and access to information. The
director belongs to the highest level of management. Up to the middle level of
management: financial director, production director, development director, commercial
director, advertising director. The lower level of management includes the director of the
economic department, the chief accountant.
Table 2.3 shows the distribution of company managers by management level.

Table 2.3 - Distribution of managers of Zorya PJSC by management level

Management level Number, persons Specific weight,
%
Higher 1 11,11
Average 5 55,56
Downstream 3 33.33
Total: 9 100.00

Zorya" refer to the middle level of management. The head of the enterprise at the
highest level ensures the interests and needs of the owner of the printing enterprise,
develops the policy of the organization and promotes its practical implementation.
Middle management managers ensure the implementation of the organization's
operational policies developed by top management and are responsible for bringing
more detailed tasks to divisions and departments, as well as for their implementation.
 33

The managers of the lower management level are responsible for bringing specific tasks
to the immediate executors [28].
Therefore, the organizational structure of PJSC "Zorya" is a prerequisite for the
effective functioning of all subsystems of the enterprise, as well as the basis for
achieving its strategic goals. At the same time, within the framework of the management
structure, there is a management process (flow of information and management
decision-making), among the participants of which management tasks and functions, and
therefore rights and responsibilities for their implementation, are distributed. In this
context, it is appropriate to investigate the level of staff motivation as a value
characterizing the staff's motivation to work to achieve personal and enterprise goals.
Comparing the results of PJSC "Zorya" activity and indicators of the level of work
motivation will allow to determine the direction of improvement of personnel
management methods. The indicator of the level of staff motivation gives an idea of the
degree of staff participation in decision-making, planning, control and evaluation of
activity results, the level of management decentralization, the orientation of the
motivation system towards the achievement of personal or collective goals, which
allows determining the main areas of improvement of the company's personnel
management system.

2.3. Development of a strategy for implementing management approaches in

the business context

The analysis of the effectiveness of the staff on the economic activity of the
printing enterprise begins with the study of the supply of the enterprise with employees
in terms of number, structure, qualification and cultural and educational level and the
characteristics of the labor force movement. The purpose of such an analysis is to
identify internal labor savings reserves in connection with a more rational placement of
 34

workers, their loading and use in accordance with the received profession, specialty and
qualification.
The personnel management system of printing enterprises should be formed on
the basis of modern principles that will enable such enterprises to achieve both general
goals within the selected markets and a high level of employee commitment. An
effective personnel management system is work with personnel in accordance with the
concept of enterprise development [41].
In this context, a diagnosis of the personnel management system at PJSC "Zorya"
was carried out in order to make corrections in the current management system. Thanks
to it, a complete picture of the already formed personnel management system and
training scheme was obtained, and its weak points were identified, namely [15]:
- lack of eyesnkathe role of staff participation in the adoption of rishenand in the
planning oflazinessand pidprisrevenge;
- low vidpovandfar awayandStmanagement for riwhereprofessionanalandto
changeand qualifandkatsof workgot intoandin.
‐ inmissingandStcreative methodsinfell downnyastaff on pidprisvendettaand
Based on the analysis, measures to improve the personnel management system at
Zorya PJSC are proposed (Table 2.4).

Table 2.4 – Measures to improve the personnel management system at Zorya

PJSC
Direction Means
s
Improvement It is proposed to make changes in the personnel
department and create a personnel management
organizationalstructures department in the general organizational structure
management Development of "Regulations on the Personnel
STALEMATE Management Department"
"Kyiv Printing Factory Development of the "Code of Corporate Culture and
 35

"Star" Organizational Behavior".

Improvement of the process of Building a training system
training and preparation and Development of the "Creative Management" training
retraining
staff
Improvement Introduction of a software product ISF -7 -
personnel management and personnel accounting system
informativeprovision of Zorya PJSC "ISF-Personnel".

Effective use of PJSC "Zorya" personnel can be ensured by improving the

organizational structure. It is proposed to make changes in the personnel department and
create a modern personnel management department in the general organizational
structure (Fig. 2.3).

Department of personnel management

Zorya PJSC

Specialist in personnel
training and Specialist in personnel
development selection and
adaptation
Communications specialist Sector of social development
and stimulation of employees

Fig. 2.3 Organizational structure of the personnel management department of

Zorya PJSC (improved)

The main task of the HR director will be to build a strong team within the
division. The director bears individual responsibility for the quality of the team in his
unit; is responsible for maintaining valuable members of his team, providing them with
motivational and career opportunities; is responsible for maintaining the image of PJSC
"Zorya" inside and outside the company; in cooperation with the HR department, they
 36

ensure the availability of promising candidates for key positions in their department,
including through the constant search for the best candidates on the market [34].
The main task of the head of the personnel management department will be the
formation of a strong team within the unit. He bears individual responsibility for the
quality of his team, ensuring the retention of valuable employees and providing them
with motivational and career opportunities. The manager is also responsible for
maintaining a positive image of PJSC "Zorya" both inside the company and outside of it.
In cooperation with the human resources department, they ensure that promising
candidates are available for key positions in their division, including a constant search
for talented candidates in the market.
To achieve effective personnel management at Zorya PJSC, it is important to
establish a system that will be regulated by the "Regulations on the Personnel
Management Department". This document should include the following sections [42]:
1. General provisions. The personnel management department is recognized as an
autonomous structural unit of the apparatus.
2. Tasks of the department: This section defines tasks aimed at ensuring personnel
support, forming a stable workforce, reducing staff turnover and strengthening labor
discipline.
Sub-tasks of the relevant units (HR department, training and development sector,
etc.) include:
- development and implementation of personnel policy in accordance with
internal standards and concepts of personnel management;
- creation and maintenance of an information and analytical base for decision-
making regarding personnel management;
- organization of safe working conditions and provision of material and moral
stimulation of employees.
 37

3. The functions of the personnel management department at Zorya PJSC are

defined in accordance with the tasks set before it [36]:
- development and implementation of a set of plans and programs for the
development of the company's personnel;
- forecasting and planning of personnel needs, participation in solving tasks
related to the satisfaction of each employee with the conditions, nature and content of
work, as well as improving the quality of personnel;
- formation of the personnel reserve based on the analysis of the general need for
personnel and the career planning policy;
- organization of personnel training, including methods of diagnosis and
evaluation of personnel efficiency, adaptation of new employees and professional
development;
- ensuring social balance, including conducting psychological testing of personnel
and monitoring the adaptation of employees in the enterprise;
- increasing the efficiency of personnel work through the rationalization of
structures and staff, discipline management;
- ensuring compliance with the norms of labor legislation in work with personnel;
- consulting and providing recommendations to the company's management
regarding legal protection against illegal actions regarding the company's activities;
- improvement of the system of payment and stimulation of employees, including
the distribution of personnel by categories, development of payment forms,
compensation packages and assessment of labor efficiency.
4. The rights of the personnel management department are expressed in the
powers of the head of the personnel department and his employees, which are
determined by job instructions approved by the head of the enterprise. Among the main
rights of the personnel department may be the following [25]:
 38

- to make suggestions to the management regarding the improvement of the

activities of the enterprise and other structural units. To participate in the preparation of
long-term plans for the development of the enterprise and drawing up its budgets;
- request the necessary official documents within the established regulations and
approved forms. Control the placement and correct use of employees, the state of labor
discipline in the company's divisions;
- involve consultants, individuals and legal entities in the work, subject to
compliance with the approved budget and conclusion of relevant agreements;
- to make suggestions to the manager regarding the encouragement or application
of disciplinary measures provided for by law to the employees of the enterprise who are
guilty of violating the legislation, decisions of the management bodies of the enterprise,
orders and orders of the top management and other normative acts of the enterprise.
The responsibility of the personnel management department is discussed in the
context of the responsibility of the head of the personnel department and his
subordinates, depending on their job duties, as well as the overall responsibility of the
personnel department. According to the "Regulations on the Personnel Management
Department", the personnel management department must perform the functions of the
personnel management system. This involves carrying out a number of activities, such
as improving the qualifications of employees, acquiring new skills and abilities, using
innovative methods in work and forming a unified team. These measures are aimed at
achieving the company's goals in the future.
In order to increase support for the policy of Zorya PJSC among employees, the
personnel management department plans to develop a "Code of Corporate Culture and
Organizational Behavior". The introduction of this Code involves the performance of
three key functions [10]:
 39

- integration of the organization: aimed at increasing consistency and mutual

understanding between employees, strengthening internal ties within the organization,
and creating a more defined organizational environment;
- formation of the expected norms of life activities of the team: determines the
necessary rules that regulate the actual behavior of employees, establishing habits and
traditions;
- support for the adaptation of newcomers: aimed at facilitating and accelerating
the adaptation of new employees, helping them to understand and accept the corporate
culture of the organization. During the recruitment phase, new employees will be
familiarized with the rules defined in the Code of Corporate Culture and Organizational
Behavior to assess their compliance with expectations and to determine how these rules
correspond to their personal culture or possible problems.
When the rules acquire such a level of mastery that they become a permanent
practice, they can be excluded from the Code as redundant, since they have already
become established in habits. Therefore, the developed Code of PJSC "Zorya" will
become an important component of corporate culture and a tool for regulating the
organizational behavior of personnel, contributing to faster adaptation of employees to
the conditions of the organization. The provisions defined in the Code, with their regular
observance by employees, will become a habit over time and will not contradict their
beliefs. Thus, the developed action plan will contribute to the successful implementation
of the corporate culture code [41].
Therefore, the unity of the team and management, an atmosphere of trust, the
communicative competence of managers and a warm psychological climate are just
some of the components that allow even the most complex problems to be solved
collectively.
The next step in rapidly increasing the competitiveness of PJSC "Zorya" is the
development of measures to improve the process of training, training and retraining of
 40

personnel. Building an effective training system is a time-consuming task, especially

due to time and financial costs. Therefore, all employees, especially senior and middle
managers, must clearly understand the goals and objectives of personnel training and
note its importance for the successful functioning of the company.
Conducting business trainings involves the practical use of acquired knowledge,
skills and abilities to stimulate creative thinking, optimize enterprise management
processes, and increase customer satisfaction. In general, the training system should be
adjusted taking into account the individual needs of individual employees, target groups
and departments, the company's management staff and employees who are part of the
personnel reserve.
The implementation of the proposed measures will allow PT "Zorya" to acquire
the status of a competent organization that successfully uses the intellectual and creative
potential of its personnel, possesses a unique set of organizational knowledge and
considers the development of key competencies as a key factor of sustainable
competitive advantage.
The training method turns out to be quite attractive and effective for training the
staff of Zorya PJSC. This approach, using role-playing games and solving non-standard
problems, allows you to change behavior and gain new professional skills. Training
refers to active learning methods that expand the potential of each specialist and open up
new professional opportunities. It is because of this that the effectiveness of active
learning methods significantly exceeds traditional approaches. Training programs should
include elements that stimulate non-standard, innovative and creative thinking and
problem solving [23].
Business training is a method of intensive and active training aimed at expanding
the knowledge and skills of the company's employees, developing personal and
professional skills, including the skills of teamwork and creative solving of specific
tasks. The main purpose of business trainings is to teach modern business technologies
 41

necessary for effective competition on the market. It is important to realize the gap
between the existing knowledge of the staff and the need for them to acquire new,
sustainable skills.
Taking this into account, it is suggested to consider trainings as an initial stage in
the process of implementing a corporate training system. The process of creating an
effective training system consists of three consecutive stages. First, the management of
the company recognizes the need to use progressive training methods and starts using
trainings. The next step is to develop staff development programs that involve a regular
set of training activities planned in advance.
At the final stage, provided that the importance of the role of personnel potential
is understood, a comprehensive system of corporate training is created, which is
currently the most improved form of development of professional and personal skills of
personnel.
The assessment of the effectiveness of employee training is determined using the
performance criteria presented in the table. 2.5.

Table 2.5 – Criteria of training effectiveness

Criterion Comments
The employee expresses The determination is carried out by conducting a questionnaire,
satisfaction with the and after that, an analysis and calculation of the effectiveness
acquired knowledge and according to this criterion is carried out, the causes of
skills. dissatisfaction are identified and the conclusions are formulated.
The acquired knowledge, To assess this criterion, a special form of the training report is
skills and abilities meet the used, which allows you to determine the level of development of
needs of the employee. the necessary knowledge, skills and abilities.
The proposed Taking into account the acquired knowledge, the trained employee
improvements in makes suggestions for improving both his own activity and the
professional activity work of the organization as a whole. These proposals are further
proved to be effective. evaluated in terms of their effectiveness.
The activity of a trained Efficiency is evaluated through such indicators as an increase in
employee is productive. production rates, an increase in productivity, a reduction in the
time required to complete tasks/projects, a decrease in financial
costs for project implementation, an increase in the volume of
sales, and others.
 42

The manager is satisfied About a month after the end of the training, an evaluation is
with the training results carried out using a special questionnaire that takes into account the
revealed in the employees' effectiveness of the training.
activities

In particular, new and important tasks facing the personnel service include
training, advanced training and retraining of employees. The main goal of these tasks is
the formation of competitive personnel, and they require the service to develop and
implement training and personnel development strategies.

CONCLUSIONS

The following conclusions can be made as a result of the study of ways to

improve the efficiency of the personnel management system at the enterprise.
Personnel management is a set of principles, mechanisms, methods and forms of
influence on the creation, development and use of the company's employees, which are
implemented as a number of interdependent directions and types of activities. In this
context, it turns out that personnel management is simultaneously an organization
system, a process and a structure.
 43

Personnel management is carried out using various methods (methods) of

influencing employees and technologies. Three groups of methods of personnel
management of the organization are distinguished: administrative, economic and socio-
psychological. All developed technologies are divided into several groups (traditional,
industry, professional and innovative) depending on the final goal, scope of application
or origin.
Economic efficiency in the field of personnel management means achieving
organizational goals by using employees according to the principle of economic
expenditure of limited resources. This principle is implemented at the most favorable
ratio between the result of work and the scale of its use (labor productivity) and,
accordingly, at the most favorable ratio between the result of personnel work and
personnel costs (labor economy).
PJSC "Zorya" is one of the leading companies in the field of printing and has a
modern production base for the creation of high-quality packaging, advertising and label
products. The personnel management system at PJSC "Zorya" is organized at a fairly
high level, mainly economic management methods are used. However, it has certain
shortcomings. Also, one of the main problems that inhibits the professional training of
employees at a printing enterprise is the low responsibility of employers for the level of
professionalism and qualification of employees. PJSC "Zorya" has a complex branched
organizational three-level management system aimed at achieving positive results in
development business based on the combination of business goals and realization and
development by company employees of their professional and personal talents.
An effective personnel management system should be flexible, able to change the
content, methods and organizational forms according to the needs of the enterprise and
the situation that develops on the labor market.
 44

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