Received 18.06.2021, Revised 22.09.2021, Accepted 24.11.2021

Modern approaches to efficiency human resources management processindustrial enterprises in the context of project management

Nataliia Burennikova

The article, based on the existing approaches to the process of human resources management of industrial enterprises outlines the latest approaches to the effectiveness of such management, points to its importance in modern conditions. The aim of the article is to outline modern approaches to ensuring the effectiveness of the human resource management process in project management to achieve competitiveness of industrial enterprises involved in short- and long-term projects. The variant of interpretation of such management is considered, and also the opinion of the author concerning actual interpretation of a category "human resources" is expressed. The author's definition of efficiency as a qualitative component of the effectiveness of any process, including the management process, in particular, human resources. The author's process is a set of actions of the system (for example, enterprises) in space and time under certain internal and external conditions (circumstances) under the influence of any factors (driving forces). The above approach is based on the project responsibility matrix. Emphasis is placed on the fact that the effectiveness of the process of human resource management of enterprises (as systems at the micro level) can be assessed using models Burennikova (Polishchuk) -Yarmolenko, outlined the main composition of such models with the appropriate categorical apparatus. It is emphasized that such models can be applied to systems of any types and levels of hierarchy. It is emphasized that evaluating the effectiveness of the management process will help increase the validity of management decisions in project management, in particular, in relation to human resources. An example of the matrix of responsibility for the project is given, indicating the place of the author's efficiency models (qualitative component of the process effectiveness) in it. Based on the use of process and system approaches, it is proposed to take into account the effectiveness of management at each stage of project implementation

management; efficiency, process; human resources; enterprise; responsibility matrix
13-19
Burennikova, N. (2021). Modern approaches to efficiency human resources management processindustrial enterprises in the context of project management. Innovation and Sustainability, 1(1), 13-19. https://doi.org/10.31649/ins.2021.1.13.19

References

[1] Becker, G.S. (1993). Human Capital: A Theoretical and empirical analysis with special reference to education (3rd ed.). Chicago: The University of Chicago Press.

[2] Miller, D. (1987). Strategy Making and Structure: Analysis and Implications for Performance. Academy of Management Journal, 30(1), 7-32.

[3] Porter, M.E. (2008). The Five Competitive Forces That Shape Strategy. Retrieved from https://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy.

[4] Sen, A.K. (2005). Human rights and capabilities. Journal of Human Development, 6(2), 151-166. doi: 10.1080/14649880500120491.

[5] Cherrington, D.J. (1995). The management of human resources. New Jersey: Prentice Hall.

[6] Schuler, R.S, & Jackson, S.E. (1987). Linking competitive strategies with human resource management practices. Academy of Management Perspectives, 1(3), 207-219. doi: 10.5465/ame.1987.4275740.

[7] Balabanova, L.V., & Sardak, O.V. (2011). Human resources management. Kyiv: "Centre of Educational Literature".

[8] Boginja, D. (2005). Transformation processes in the system of formation of the national labour market: An institutional aspect. In Ukraine: Labour issues (pp. 3-5).  Kyiv: ArtEk.

[9] Libanova E.M., & Paliy, O.M. (2004). Labour market and social protection. Kyiv: Osnovy Publishing.

[10] Melnychuk, D.P. (2015). Human Capital: Priorities for modernising society in the context of improving the quality of life. Zhytomyr: Polissya.

[11] Poddubniak, V.V. (2013). Transformational processes in human resource management: Social and cultural priorities. Bulletin of Donetsk University of Economics and Law, 2, 163-167.

[12] Tymokhina, O.O. (2013). Human resource management as a key element in the enterprise management system. Economy and Region, 4, 106-112.

[13] Fandeyeva, A.Ye. (2012). Theoretical principles of forming the motivation mechanism of human resources management. Business Inform, 10, 188-191.

[14] Krausert, A. (2013). HRM systems for knowledge workers: Differences among top managers, middle managers, and professional employees. Human Resource Management, 53(1), 67-87. doi: 10.1002/hrm.21554.

[15] Burennikova, N.V., Yarmolenko, V.О., & Kavetskiy, V.V. (2020). The theoretical and applied aspects of the management of efficiency of the industrial enterprises’ investments from the standpoint of the stakeholder theory: Essence, indicators. Business Inform, 1, 218-229. doi: 10.32983/2222-4459-2020-1-218-229.

[16] Yarmolenko, V.О., & Polishchuk, N.V. (2012). Components of the effectiveness of the functioning of complex systems as objects of modeling. Bulletin of Cherkasy National University named after Bohdan Khmelnytsky. Economic Science Series, 33, 86-93.

[17] Polishchuk, N.V. (2010). Functioning of economic systems: Models of components performance. Vinnytsia: Publishing Centre of Vinnytsia National Agrarian University.

[18] Sardak, S.E. (2012). Management and regulatory aspects of human resources development in the context of globalisation. Dnipro: DNU Publishing House. 

[19] Mazur, I.I., Shapiro, V.D., & Olderogge, N.G. (2004). Project management (2nd ed.). Moscow: Publishing House Omega-L.

[20] Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK guide) (6th ed.). Newtown Square: Project Management Institute.