Rationing of labor in the personnel management system. Regulation of labor. Need help with a topic
The effectiveness of managerial work largely depends on the correctness of determining the labor intensity of certain types of work performed and, on this basis, establishing the number required for their implementation. The management staff of the enterprise is usually divided into three groups:
1. leaders;
2. specialists;
3. technical executors and other employees.
The work of each of these groups has its own characteristics both in terms of its functional content and the nature of mental loads, and in terms of its impact on the performance of the enterprise.
The content of the labor of these categories of workers is determined by the essence of the isolated functions of coordinating, planning, controlling, preparing, organizing and managing production. Consequently, the main object of labor rationing for managerial personnel is management functions, each of which is characterized by a certain scope of work, united by the commonality of the factors of the target direction in the management system and the complexity of implementation.
Depending on the nature of the functions performed, the management personnel of the enterprise for the purposes of regulation can be divided into the following groups:
1. heads of the enterprise and their deputies;
2. line managers in shops and areas;
3. heads of functional divisions;
4. specialists who carry out design and technological preparation of production and engineering and technical support for its functioning;
5. specialists who carry out economic and organizational preparation of production, analysis and accounting;
6. employees involved in office work, information and economic maintenance of production.
The variety of work performed, the lack of unified algorithms for their implementation, the subjective features of the thinking process when processing the necessary information and making decisions determine the use of various standardization methods and types of norms.
Due to the lack of regulation, the variability of the activities of engineering, technical and managerial personnel, traditional methods of rationing their work may turn out to be ineffective.
Currently, the following methods of rationing managerial work are used:
1. analogy method - based on the experience of efficient enterprises;
2. the method of enlarged headcount standards - based on indirect measurement of labor intensity of work and calculation of the number of engineers and managers for the entire production and for departments;
3. direct rationing method (for constantly recurring work or work that can be divided into repetitive operations) - through the division into operations and analysis of the time required to carry out the operations.
The classification of the norms of labor costs of managerial personnel is given in Appendix 1.
For senior managers, the determining factors that are taken into account in the process of determining their number are: the number of subordinate employees or departments, the cost of working time to perform the functions (works) assigned to them.
The theory and practice for the head of the enterprise determined the norm of the number of subordinate links of the management apparatus in the range from 5 - 6 to 8 - 10 departments, services, industries, workshops, the work of which he can effectively manage. If this norm is exceeded, the need for substitutes is established by calculation.
The regulation of the work of managers also includes the regulation of the schedule of their working day and working week: setting the time of meetings and their duration; receiving visitors; consideration of correspondence; visits to workshops, etc.
For line managers, when determining the norms for the number of subordinates, the degree of centralization of functional services is taken into account. If services are directly subordinated to the head of the shop, their number is taken into account on a par with production sites. If the number of services exceeds the norm of subordination, the positions of deputies for preparation of production and for shifts are introduced.
Masters have the highest standards of subordination. The number of workers subordinate to one foreman varies over a very wide range - from 10 to 60 people or more, with an average rate of 25 people. Such differences are associated with the type of production, the complexity of the work performed and other indicators that characterize specific production conditions. In each specific case, the norm of subordination for shop foremen (N p) can be established by the formula:
where k c - coefficient of specialization, expressing the ratio of the number of jobs in the shop to the number of technological operations assigned to them;
Z - the largest value of the norm of subordination for this group of shops (is in the range of 30 - 50 people);
C p - the average level of work in the shop;
x - fractional exponent at the value of the average coefficient of specialization;
y is a fractional exponent at the value of the average rank of work.
For functional managers, the number of employees subordinate to them is determined by the complexity and laboriousness of management processes. Therefore, the number of this category of workers is established according to the norms of manageability.
The calculation of such norms is based on obtaining sufficiently accurate empirical dependencies, established taking into account the nature of this production, the level of management organization, the performance of management functions and other production factors and conditions. In the course of such work, the structure of the cost of the manager's working time, the distribution of functional responsibilities in the subdivision subordinate to him, etc. are studied.
For functional managers, the number of bureaus, groups, sectors, etc. subordinate to them, should be in the range of 5–10. When specifying the norm, it is necessary to take into account the terms of reference of the head (in the case when the head combines the main management functions with executive functions, then the minimum value of the norm is taken ).
For specialists who carry out economic-organizational and design-technological preparation of production, enlarged headcount standards have been developed that make it possible to calculate the number of functional units. The rationing methodology developed by the Research Institute of Labor is based on the use of actual data on the number of these categories of workers in functional units at the best factories. Using the correlation analysis of the dependence of the number on the most important factors, calculation formulas were developed.
The original formula looks like:
where K is a constant coefficient expressing the relationship of norms with the numerical value of factors;
X, Y, Z - numerical values of the factors;
a, b, c - exponents with numerical values of factors characterizing the degree of influence of the corresponding factor on the number of employees by management functions.
Further specification of the normative headcount within each function is carried out with the help of controllability norms: the number of structural units that can be created within one functional unit, as well as their number, are specified.
The optimal ratio of workers of the same specialty in each of these units, depending on their qualification level, is established according to the ratio standards. These standards establish quantitative proportions between various categories and job groups necessary for the qualitative performance of a certain amount of work. For example, in economic services, the ratio between leading economists, economists of the first and second category.
The existing standards for design, technological, drawing work, accounting work, office work, work of economic services, etc. make it possible, using the analytical and calculation method, to standardize the work of a significant number of specialists and employees.
For categories of workers whose work cannot be standardized with the help of centrally developed standards, an analytical research method is used, which is based on the development of work procedures. This is essentially a route technology for performing work, containing a list of operations performed and their sequence, external and internal information links, document forms, the use of technical means (personal computers, plotters, scanners, printers and other devices), application software and databases. By developing procedures, the rational content of the specialist's labor process is designed, dividing it into separate elements. This allows you to use chronometric observations and a photograph of working time to determine the time of their implementation. The time norm for a specialist and an employee is as follows:
where T pz - time for preparatory and final work;
T op - operational time;
T obs - the time of service of the workplace;
T otd - time for rest and personal needs.
The costs of preparatory and final time occur with specialists who perform unique creative work and therefore each time require a general understanding, study of the necessary literary sources, a collective discussion of implementation methods, etc. Operational time is not divided into main and auxiliary.
In jobs that are stable in content and relatively simple, consisting of a limited number of repetitive operations that are easily regulated, time and output standards are established. In this way, the work of employees of sales departments, certain categories of specialists in economic services, etc. is normalized. At the same time, centrally developed standards can be used with their mandatory verification using methods for studying the cost of working time.
Rationing of managerial work is carried out on an enlarged basis according to the standards of labor intensity. Typically, labor intensity standards have a multi-purpose purpose. They are used in planning the labor intensity of work, compiling estimates, determining the standard number of employees. These standards allow you to establish the complexity of management work in general, for individual stages and types of work. Accordingly, the number of employees is calculated by category.
From the foregoing, it follows that today there is a wide variety of methods for rationing the work of managerial personnel. But, since managerial work is difficult to standardize due to the variety of functions performed, the existing methods of labor standardization in the field of management may turn out to be ineffective, so their constant improvement is necessary.
The problems of labor rationing in recent years have objectively come to the fore and are one of the important elements of the organization's personnel management system. This is due, first of all, to the need to improve the efficiency of using the labor potential of employees, optimize their numerical and professional composition and timely adjust the requirements for personnel, based on market conditions.
Problems of labor rationing
Currently, the work of employees employed in industry, transport, construction and other areas of material production is being rationed.
The work of these employees is significantly different from the work of civil servants, which is characterized by a high degree of mental expenditure in solving the problems of public administration.
The specifics of the work of civil servants is that they:
- perform work, which is expressed in the justification of the goals and directions of social development;
- they do not directly create material values, but provide the conditions for their production;
- ensure the rationality and efficiency of social relations, phenomena and processes;
- have a special subject of labor - information.
All this suggests that the cost of their labor cannot be established by traditional methods of labor rationing.
In dynamically changing conditions of economic development, any institution needs to adjust the organizational structures of management. The main quantitative characteristics of the organizational structure of management are indicators of the number of managers and specialists.
Labor rationing methods
Applied today approaches to the organization and rationing of labor in state administrative structures, especially those focused on meeting the social needs of the population, do not allow to properly reveal and use human potential.
The rationing of the work of managerial personnel of civil servants is a particular difficulty. The main object of labor rationing in management is the managerial function performed - a certain scope of work based on information. According to the nature of work, complexity and responsibility of the functions performed, management personnel are divided into three categories:
- leaders;
- specialists;
- technical executives or other employees.
Their labor functions and the content of labor differ, first of all, in terms of such indicators as the complexity of the work performed, the level of qualification of workers, the proportion of creative work, the degree of repetition of individual elements of work, and uneven loading during the working day. All this requires the use of various methods of labor rationing and calculation of the number for different categories of civil servants.
The specifics of the work of civil servants necessitated the search for new ways to solve the problems of rationing their work.
A significant range of rationing methods used in practice does not allow for an objective assessment of the work of civil servants. However, with the simultaneous use of existing methods of labor rationing, it is possible to achieve the necessary results in the development of staffing standards. As a base, it is proposed to use the experimental-statistical method with subsequent additions to it with all varieties of the analytical method.
Increasingly, analytical methods of rationing, involving the use of progressive standards or the study of the cost of working time, began to be replaced by experimental statistical ones, as a result of which the quality of the norms decreased. But this does not mean that the experimental-statistical method is aimed at reducing the quality of standards. It is necessary at the initial stage of developing standards, since it is far from always possible to study the costs of working time, especially for civil servants.
The experimental-statistical method is based on data on the performance of similar work (functions), data on statistical reports on the development or time spent for the previous period, observational materials on the use of working time, the results of expert assessments, as well as the experience of a manager, specialist, etc. The method does not provides sufficient validity of the established norms of labor costs, but allows for an average assessment of the existing state. This is the basis for the possibility of combining this method with the analytical method by conducting selective studies of labor costs or using standards for individual representative works (operations, functions) in order to adjust the calculations of the total norms of labor intensity of work or the number of employees performing a particular function.
The analytical method makes it possible to establish more reasonable norms for labor costs, the introduction of which is designed to increase labor productivity and, in general, the efficiency of activities. Depending on the method of determining the value of the norm of labor costs, this method is divided into: analytical-research and analytical-calculation.
When choosing an appropriate method of labor rationing in each specific case, the following should be taken into account.
The rationing of the work of employees performing the functions of public administration allows solving various management tasks, therefore the rationing method is determined by the requirements of a specific management task.
Labor processes (functions performed) carried out by civil servants are regulated to varying degrees. Accordingly, when rationing labor, it is required to distinguish between works according to the degree of their regulation.
For the rationing of the work of employees performing the functions of public administration, the greatest effect is achieved with the simultaneous use of differentiated and enlarged rationing.
In the process of conducting research in the field of labor rationing for civil servants, it turned out that the level of necessary labor costs for these categories of workers is due to such a large number of factors that a single, universal method of rationing cannot exist. The tasks of rationing the labor of employees exercising the functions of public administration should be solved in stages, by establishing a system of simultaneously operating labor cost norms.
Regulatory materials for labor rationing
The choice of the type of normative materials for the regulation of the work of employees performing the functions of public administration predetermined a number of factors:
- organizational and technical construction of the process of formation, adoption and execution of state decisions;
- features of managerial work and the specifics of the activities of institutions (bodies, funds, etc.) that implement the legislation of the Russian Federation under the control of the state.
Normative materials on the work of employees performing management functions should be of four types:
- norms for the number of employees in general and for management functions;
- service standards (load per employee) and manageability (for managers);
- ratio standards that establish optimal ratios between the number of main categories of managerial personnel, as well as ratios between individual job groups within these categories;
- labor intensity standards for individual stages and types of work.
Rationing the costs of managerial labor is to establish the standard number of employees to perform certain work. The volume of work is not directly measured, but is characterized by indirect indicators. When using headcount standards, the number of employees in general and by management functions is determined directly by regulatory formulas, which reflect the influence of various factors on the labor intensity of management or maintenance.
In state and equivalent structures, it is advisable to extend rationing using service standards only to works that are not stable in volume, where periodically repeating elements can be identified, the duration of which can be regulated. The rationing of labor according to service standards is often called the load on one service worker: other workers, enterprises and organizations, sites, equipment, etc.
Manageability standards are used to determine the number of managers at various levels who carry out both general and functional management. When using manageability standards, the number of employees is determined in the same way as according to service standards. With the help of service and manageability standards, further detailing of the standard number of employees established according to the standards is carried out. If according to the headcount standards it is possible to calculate the number of employees by function as a whole, then according to the standards of service and manageability, it is possible to determine the number of employees of certain positions.
Within the services and divisions of the organization, for the purpose of rational workload and placement of employees, ratio standards are applied. With the help of these standards, first of all, the optimal ratios are established between the number of main categories of managerial personnel: managers, specialists and other employees, as well as the ratios between individual job groups within these categories. The norms of ratios are expressed by the ratio reduced to unity, or in the form of dimensional chains. For example, such a ratio of the number of managers, specialists and other employees as 1:6:10 means that in this unit there are six specialists and ten other employees per manager. Ratio standards also serve to further differentiate the number of employees calculated according to headcount standards.
Rationing of managerial work is carried out on an enlarged basis according to labor intensity standards. Typically, labor intensity standards have a multi-purpose purpose. They are used in planning the labor intensity of work, compiling estimates, determining the standard number of employees. These standards allow you to establish the complexity of management work in general, for individual stages and types of work. Accordingly, the number of employees is calculated by category.
It is advisable to combine all these types of regulatory materials into one methodology for optimizing the number of personnel based on the headcount standards for management functions, and use the standards for maintenance, manageability, ratios and labor intensity as headcount standards for subfunctions.
To calculate the optimal number of staff, a number of authors recommend using various mathematical models, such as the Rosencrantz formula, equations in the form of power (logarithmic) or linear multifactorial regression equations, linear programming equations using dynamic series, etc. However, as the analysis of the activities of personnel management services shows various institutions and organizations, in view of the fact that these formulas and equations were developed to standardize the labor of employees in enterprises and organizations in the spheres of material production, they do not take into account the specific features of the labor of employees of state and administrative structures equated to them. Also, due to the sufficient complexity of determining some of the indicators included in these formulas and equations, they are not widely used in the practice of labor rationing of employees engaged in public administration.
Methods for calculating the number of personnel
An analysis of the existing methods for calculating the number of personnel and the practice of their use by various institutions shows that at present there is no optimal or universal method for calculating the number of personnel in state and equivalent administrative structures. Therefore, there is an objective need to develop a unified available calculation methodology. Its essence is as follows.
Each labor function is subdivided into subfunctions and works, which, in accordance with the procedures for their implementation, can be divided into operations. The division of labor functions of employees into subfunctions, work and operations is of particular interest from the point of view of further improving the rationing of the number of employees. On the basis of such a division, it becomes possible to develop differentiated standards for the number of employees, which, despite a slight increase in the amount of work to create standards and the complication of the process of regulation due to an increase in the number of normalized objects, makes it possible to increase the accuracy and validity of the calculation of the normative number of employees.
The degree of differentiation of the labor functions of employees (up to operations) depends on what normative materials are supposed to be developed on the basis of this classification. In general, the formula for calculating the number of employees will look like this:
Chob = Hy + Chf1 + Chf2 + ... + Chfn ,
where Chob - the total number of employees of the institution engaged in public administration, people;
Well - the norm of controllability of managers who carry out general management, people;
Chf1, Chf2, ..., Chfn - the number of employees for each management function, people.
The number of employees for each management function is determined by the formulas:
|
|
|
|
|
where Nuf1, Nuf2, ..., Nufn - the rate of controllability of managers who carry out functional management, people;
Pf1, Pf2, ..., Pfn - number standards for each subfunction (from 1 to n), calculated in various ways, people.
Methods for calculating the population standards for sub-functions are carried out on the basis of the calculation method, which has a number of advantages:
- the calculation method allows the rationing specialist to establish standards based on standards, which eliminates the need to study the labor process through observations at the workplace;
- The calculation method is less laborious than the research method, since it does not require photographs of working time, chronometric observations and other types of measurement and analysis of labor costs. As a result, the labor intensity of standardization work is reduced and time is freed up for standardization specialists to control the quality of the applied standards;
- provides the possibility of developing equally stressed norms under the same (or similar) organizational and technical conditions, as well as a unified approach to the division of work into elements.
Methods for calculating population standards for subfunctions have some peculiarities.
First, each sub-function is characterized by a specific work carried out by one or a group of performers.
Secondly, the combination of the parameters of each subfunction is equal to the number of employees, determined by various methods using two types of coefficients: a correction factor (Kcor) and a correction factor (Kcor). Кkor >= 1, since the use of this coefficient is associated with an increase in the time of the main work for the share of non-standardized or unusual work, time for rest and personal needs, loss of working time, etc. Kpopr<= 0,5, т.к. этот коэффициент является понижающим и применяется только к дополнительным работам, которые не могут составлять более 50% от фонда рабочего времени.
To calculate the number of employees by subfunctions, you can use the following regulatory formulas.
For main work:
where N is the number of control objects (organizations, enterprises, population, etc.) units,
Fw - useful working time fund of one employee per year, hours;
Кkor is a correction factor that takes into account non-standardized or unusual work, time for rest and personal needs, loss of working time, etc., determined by the formula:
Kcor \u003d 1 + Vnen / 1 - Vnen,
where Vnen is the share of non-standardized or unusual work, time for rest and personal needs, loss of working time, etc. in the working time fund, Vnen \u003d% / 100.
N - the total number of work performed (serviced facilities, workers, computers, etc.) per year, units,
Нн - average annual load norms per performer, hours;
Kkor is a correction factor that takes into account non-standard or unusual work, time for rest and personal needs, loss of working time, etc.
For additional work:
|
Pfz \u003d N x Kpopr |
where N is the number of control objects (organizations, enterprises, etc.) units
Kpopr is a correction factor that takes into account additional work that ensures the functioning of the N-th number of control objects, determined by the formula:
Kpopr \u003d 0.5 - Vdop / 1 + Vdop,
where Vdop is the proportion of additional work, Vdp = % / 100.
The choice of the method for calculating the standard number for subfunctions depends on the ability to determine the following indicators:
Tsr - weighted average costs of working time for servicing one control object, hours;
Нн - average annual load norms per performer, h.
It is advisable to calculate these indicators in the following ways:
- based on statistical data (according to primary documentation, reports, records);
- based on the construction of rational balances of the costs of working time;
- based on expert assessment;
- based on the method of multivariate statistical analysis.
The proposed methodology for calculating the required number of personnel can be applied in any public institutions; institutions equated to state ones; organizations of various forms of ownership.
source unknown
1 -1
Ministry of Education and Science of the Russian Federation
Federal State Budgetary Educational Institution of Higher Professional Education
Chuvash State Pedagogical University named after I. I.Ya.Yakovleva»
Department of Economics
course project
by discipline
"Rationing of labor"
on the topic of:
"Rationing the work of the head of personnel management"
- 5th year students
- group UP - 2 - 07
- Ignatieva Marina
- Scientific adviser -
- Vasilyeva M. N.
Content
| Introduction………………………………………………………………………... | 3 |
| Chapter 1. Theoretical foundations of labor rationing……………………..... | 5 |
| 1.1. The concept, essence and tasks of labor rationing……………………... | 5 |
| 1.2. Rationing of the work of managers, specialists and employees .......... | 10 |
| Chapter 2. Rationing of the work of the head of personnel management ... | 16 |
| 2.1. General characteristics of the UPFR in the city of Cheboksary of the Chuvash Republic-Chuvashia…………………………………………………………… | 16 |
| 2.2. Analysis of the labor rationing of the head of the HR group in the UPFR in the city of Cheboksary of the Chuvash Republic - Chuvashia……………………. | 19 |
| Chapter 3 | 34 |
| Conclusion…………………………………………………… ………………. | 37 |
| Bibliography…………………………………………………… ……… | 40 |
| Annex 1………………………………………………………………… | 42 |
| Appendix 2…………………………………………………………………… | 43 |
| Appendix 3……………………………………………………………….... | 46 |
| Annex 4…………………………………………………………………. | 47 |
| Annex 5…………………………………………………………………. | 48 |
| Appendix 6…………………………………………………………………. | 49 |
| Annex 7…………………………………………………………………. | 51 |
| Appendix 8…………………………………………………………………. | 53 |
| Annex 9…………………………………………………………………. | 55 |
| Appendix 10………………………………………………………………... | 57 |
| Annex 11………………………………………………………………... | 60 |
| Annex 12………………………………………………………………... | 62 |
Introduction
Establishing a reasonable relationship between the measure of labor and the measure of costs contributes to the rationing of labor. Labor rationing is the determination of the necessary time spent on the production of a unit of output in different organizational and technical conditions. It is an effective management tool through which planning, organization, management and control of available resources (human, material and financial) are carried out. This is a powerful tool for increasing the overall productivity of an enterprise or department that does not require significant capital investments.
The main tasks of labor rationing is to establish a measure of labor costs, the specific expression of which are: norms of time, norms of output, norms of service, norms of number.
The purpose of labor rationing is the most accurate determination of the necessary costs and their reflection in labor costs.
The subject of labor rationing is the measurement of the costs of specific labor and the optimal placement of workers, which, under given organizational and technical conditions, ensures the most economical use of working time.
A feature of labor rationing is that it involves the division of all personnel into a number of categories, for which their own separate specifics of rationing are established, for example, labor rationing for managers, specialists and employees, which implies the rationing of a specific managerial function performed by an individual employee of the enterprise.
Thus, the importance and relevance of the topic of this work is beyond doubt, because at present, regardless of the accepted economic conditions, labor rationing is the only tool with which you can reasonably determine the required number of employees and the number of jobs, plan the use of working time, evaluate the achieved level productivity (efficiency) of labor of employees and the available reserves for its growth, to ensure the adequacy of the level of remuneration for the quantity and quality of work or functions performed - which is a necessary condition for the effective life of any enterprise.
In this regard, the purpose of this work is to study the rationing of the work of the head of personnel management.
In accordance with the purpose of the study, the following tasks were identified:
- a review of the literature on this topic;
study of the concept, essence and tasks of labor rationing;
consideration of the features of labor rationing for managers, specialists and employees;
analysis of labor rationing of the head of the HR group in the UPFRF in the city of Cheboksary of the Chuvash Republic-Chuvashia;
development of measures to improve the rationing of the work of managers.
Chapter 1
- The concept, essence and tasks of labor rationing
Labor rationing at the enterprise is the basis for the correct organization of labor and wages, it should be based on the introduction of progressive, technically sound standards.
In modern conditions, the purpose of labor rationing is to actively influence the potential and performance of enterprises to achieve two interrelated economic and social goals: ensuring the production process of competitive goods and services and the rational use of human resources. In accordance with this, a number of requirements for labor rationing can be distinguished:
- the maximum coverage of labor rationing for all categories of workers, providing an objective measurement and assessment of their labor costs;
high quality of the norms established by the analytical method of rationing using progressive normative materials;
an integrated approach to the calculation and establishment of labor cost norms by taking into account organizational, technical, economic, psychophysiological and social factors;
ensuring the normal intensity of work of employees in order to maintain their long-term performance and health.
- The main elements that determine the content of labor rationing are:
- analysis of the production possibilities of the workplace;
study and analysis of methods and techniques of labor;
designing the composition, regulations and sequence of work processes;
technical, economic, psycho-physiological and social substantiation of possible options for performing standardized work;
determination of the value of labor standards.
Labor rationing involves comparing the measure characterizing the amount of work and the measure characterizing the cost of labor.
Functions of labor rationing:
- establishes the measure of labor in the form of norms;
the basis of intra-production current planning;
the basis of the rational organization of labor and production;
criterion of efficiency of labor processes;
measure of remuneration for work;
rationalization of production and labor processes;
ensure normal labor intensity.
The norm of time (Hvr) is the amount of working time spent on performing a unit of work, established by an employee or group of workers (team) of appropriate qualifications in certain organizational and technical conditions.
The production rate (Нvyr) is the established amount of work that an employee or a group of employees of the appropriate qualification is required to perform per unit of working time in certain organizational and technical conditions.
The service rate (H0) is the number of production facilities (pieces of equipment, jobs, etc.) that an employee or a group of employees of appropriate qualifications are required to service during a unit of working time in certain organizational and technical conditions.
The service time rate (Нvro) is the amount of time required, under certain organizational and technical conditions, for service during the change of a piece of equipment, a square meter of production space, and so on.
The number norm (Nch) is the established number of employees of a certain professional and qualification composition, necessary to perform specific production functions or the amount of work in certain organizational and technical conditions.
Controllability norm (Nup) - determines the number of employees that should be directly subordinate to one manager.
In terms of its content, another form of labor costs is close to the production rate - a normalized task, that is, an established composition and amount of work that must be performed by one or a group of workers for a certain period of time (shift, month).
The application of one or another type of norm depends on the conditions of production, the nature of labor and other factors.
So, labor rationing is designed to solve the following tasks:
- Increasing the effective potential of the employee. This is achieved by extending the scope of rationing to all categories of workers, ensuring that work is performed with the optimal number of personnel, minimal working time with a high quality of work (products, turnover, services).
Increasing the importance of the economic aspect in labor relations. Both parties - both the employer and the employee - are economically interested in the application of reasonable labor costs and the rational use of working time.
Reflection in the measure of labor costs of changes in technological processes, equipment and tooling. This requires the connection of labor rationing with the planning and organization of production, which is most effectively achieved with microelement labor rationing, which is involved in a complex of automated production systems.
Establishing a normal level of labor intensity. For both sides of labor relations, it is important that the intensity of labor incorporated in the rationing ensure a long-term increase in labor productivity and profits at rational staff costs. To do this, labor rationing should take into account the intensity of labor, as well as the level of neuropsychological and intellectual stress, which increases significantly with the use of the latest technology, technology and progressive production processes.
Social protection of workers from excessive intensity of labor necessary to maintain normal performance throughout the entire working period. The task of social protection in the regulation of labor is designed to provide favorable opportunities for the growth of employee satisfaction with the content and working conditions, the fullest use of his intellectual potential. The guarantor of the fulfillment of this task is the trade union organization, which reflected it in the collective agreement.
Establishing the relationship between rationing and stimulation of labor. The labor rate can be considered as a means of stimulating personnel, as it stimulates the efficient use of material and labor resources, high quality work (products, turnover, services). The connection between labor rationing and bonus systems is well established, when the size of bonuses depends on the size of labor costs, the degree of their intensity and implementation.
Thus, labor rationing is a process of establishing the amount of working time spent in the form of labor norms for the performance of certain work in the most rational organizational and technical conditions for a given production. Labor rationing is an important part of the rational organization of labor in enterprises.
- Rationing of work of managers, specialists and employees
- leaders;
specialists;
technical performers.
The content of the labor of these categories of workers is determined by the essence of the isolated functions of coordination, planning, control, preparation, organization and management of production. Therefore, the main object of rationing are control functions, each of which is characterized by a certain scope of work, united by the commonality of the factors of the target direction in the control system and the complexity of implementation.
Depending on the nature of the functions performed, the management personnel of the enterprise for the purposes of regulation can be divided into the following groups:
- heads of the enterprise and their deputies;
line managers in shops and areas;
heads of functional divisions;
specialists who carry out design and technological preparation of production and engineering and technical support for its functioning;
specialists who carry out economic and organizational preparation of production, analysis and accounting;
employees engaged in office work, information and economic maintenance of production.
For senior managers, the determining factors that are taken into account in the process of determining their number are: the number of subordinate employees or departments, the cost of working time to perform the functions (works) assigned to them.
Theory and practice for the head of the enterprise determined the norm of the number of subordinate links of the management apparatus in the range from 5-6 to 8-10 divisions, services, industries, workshops, the work of which he can effectively manage. If this norm is exceeded, the need for substitutes is established by calculation.
The regulation of the work of managers also includes the regulation of the schedule of their working day and working week: setting the time of meetings and their duration; receiving visitors; consideration of correspondence; visits to workshops and so on.
For line managers, when determining the norms for the number of subordinates, the degree of centralization of functional
services. If services are directly subordinated to the head of the shop, their number is taken into account on a par with production sites. If the number of services exceeds the norm of subordination, the positions of deputies for preparation of production and for shifts are introduced.
Masters have the highest standards of subordination. The number of workers subordinate to one foreman varies over a very wide range - from 10 to 60 people or more, with an average rate of 25 people. Such differences are associated with the type of production, the complexity of the work performed and other indicators that characterize specific production conditions. In each specific case, the norm of subordination for shop foremen (N P ) can be determined by the formula:
H p \u003d (K c / C p) * Z,
where K with - coefficient of specialization, expressing the ratio of the number of jobs in the shop to the number of technological operations assigned to them;
Z - the largest value of the norm of subordination for this group of shops (is in the range of 30-50 people);
C p - the average level of work in the shop;
x is a fractional exponent at the value of the average coefficient of specialization;
u is a fractional exponent at the value of the average rank of work.
For functional managers, the number of employees subordinate to them is determined by the complexity and laboriousness of management processes. Therefore, the number of this category of workers is established according to the norms of manageability.
The calculation of such norms is based on obtaining sufficiently accurate empirical dependencies, established taking into account the nature of this production, the level of management organization, the performance of management functions and other production factors and conditions. In the course of such work, the structure of the cost of the manager's working time, the distribution of functional responsibilities in his subordinate unit, and so on are studied.
For functional managers, the number of bureaus, groups, sectors, etc. subordinate to them, should be in the range of 5-10. When concretizing the norm, it is necessary to take into account the scope of duties of the head. For example, if a leader combines the main management functions with executive functions, then the minimum value of the norm is taken.
For specialists who carry out economic and organizational and design and technological preparation of production, enlarged headcount standards have been developed that allow calculating the number of functional units. The rationing methodology developed by the Research Institute of Labor is based on the use of actual data on the number of these categories of workers in functional units at the best factories. Using the correlation analysis of the dependence of the number on the most important factors, calculation formulas were developed. The original formula looks like:
H h \u003d KH a At v Z With ,
where K is a constant coefficient expressing the relationship of norms with the numerical value of factors;
X, Y, Z - numerical values of factors;
a, b, c - exponents with numerical values of factors characterizing the degree of influence of the corresponding factor on the number of employees by management functions.
Further specification of the normative headcount within each function is carried out with the help of controllability norms: the number of structural units that can be created within one functional unit, as well as their number, are specified.
The optimal ratio of workers of the same specialty in each of these units, depending on their qualification level, is established according to the ratio standards. These standards establish quantitative proportions between various categories and job groups necessary for the qualitative performance of a certain amount of work. For example, in economic services, the ratio between leading economists, economists of the first and second category.
Existing standards for design, technological, drawing work, accounting, office work, work of economic services and others make it possible, using the analytical and calculation method, to standardize the work of a significant number of specialists and employees.
For categories of workers whose work cannot be standardized with the help of centrally developed standards, an analytical research method is used, which is based on the development of work procedures. This is essentially a route technology for performing work, containing a list of operations performed and their sequence, external and internal information links, document forms, the use of technical means (personal computers, plotters, scanners, printers and other devices), application software and databases. By developing procedures, the rational content of the specialist's labor process is designed, dividing it into separate elements. This allows you to use chronometric observations and a photograph of working time to determine the time of their implementation. The time norm for a specialist and an employee is as follows:
H in \u003d T from + T op + T obs + T det.
The costs of preparatory and final time occur among specialists who perform unique creative work and therefore each time require a general understanding, study of the necessary literary sources, a collective discussion of implementation methods, and so on. Operational time is not divided into main and auxiliary.
In jobs that are stable in content and relatively simple, consisting of a limited number of repetitive operations that are easily regulated, time and output standards are established. In this way, the work of employees of sales departments, certain categories of specialists in economic services and others is normalized. In this case, centrally developed standards can be used with their mandatory verification using methods for studying the costs of working time.
Thus, the goal of labor rationing for managers, specialists and employees is to eliminate irrational elements of the labor process, and, consequently, to increase the efficiency of managerial work.
The tasks of such regulation cover:
- calculation and planning of the number of managers, specialists and employees as a whole for the enterprise, for individual management functions and structural divisions;
formation of subdivisions of optimal size;
distribution of work between performers;
scheduling.
- service standards that regulate the number of objects assigned to one specialist;
headcount ratio standards that regulate the quantitative proportions between various categories and job groups necessary for the high-quality performance of a certain amount of engineering and management work in conditions of efficient use of workers' labor.
Chapter 2. Rationing of the work of the head of personnel management
2.1. General characteristics of the UPFR in the city of CheboksaryChuvash Republic- Chuvashia
Office of the Pension Fund of the Russian Federation (state institution) in the city of Cheboksary of the Chuvash Republic-Chuvashia (hereinafter UPFR in the city of Cheboksary of the Chuvash Republic-Chuvashia). Organizational and legal form: state institution.
The department is part of the structure of the PFR and is directly subordinate to the OPFR for the Chuvash Republic - Chuvashia (hereinafter referred to as the Branch).
The Department is a legal entity, has federal property in operational management, an independent balance sheet, current and other bank accounts, can acquire and exercise property and non-property rights and incur obligations, be a plaintiff and defendant in court.
Founder: Pension Fund of the Russian Federation, st. Shabolovka, 4, Moscow, 119991, which was formed on December 22, 1990 by the Decree of the Supreme Council of the RSFSR No. 442-1 "On the organization of the Pension Fund of the RSFSR" for the state management of the finances of the pension provision of Russia.
The Department in its activities is guided by the Constitution of the Russian Federation, federal laws and other regulatory legal acts of the Russian Federation, decisions of the Board of the PFR, the Executive Directorate of the PFR and the Branch, as well as constituent documents and documents regulating internal activities are:
- Regulations on the Office of the Pension Fund of the Russian Federation (state institution) in the city of Cheboksary of the Chuvash Republic-Chuvashia
Regulations on the Human Resources Group of the Office of the Pension Fund of the Russian Federation in the city of Cheboksary, the Chuvash Republic-Chuvashia
Regulations on the personnel of the Office of the Russian Pension Fund in the city of Cheboksary, Chechen Republic - Chuvashia
Labor Code of the Russian Federation
- identification, registration and accounting of policyholders in the prescribed manner in accordance with applicable law;
maintaining a state data bank for all categories of insurers, including individuals who voluntarily entered into legal relations for compulsory pension insurance;
organization and maintenance of individual (personalized) records of information on all categories of insured persons in accordance with the legislation of the Russian Federation on individual (personalized) records in the system of compulsory pension insurance;
organization of work on accounting for funds received under compulsory pension insurance;
organization of work on the targeted use of mandatory pension insurance funds, as well as control over their use;
organization of work on the implementation of the rights of insured persons related to the formation and investment of pension savings, as well as its direct implementation;
Key tasks of the Pension Fund:
- accounting for insurance funds received under compulsory pension insurance;
appointment and payment of pensions, social payments.
The staff is 253 people, the average age is 35-36 years, all employees have higher education. The existing level of education of the staff suggests a high potential of employees in the area of improvement of activities and quality of work. The shortage of specialists as of 01.09.2011 in the Department was not recorded.
2.2. Analysis of the labor rationing of the head of the HR group in the UPFR in the city of Cheboksary, the Chuvash Republic - Chuvashia
The Human Resources Group (hereinafter referred to as the Group) is a structural unit of the Administration of the Pension Fund of the Russian Federation (state institution) in the city of Cheboksary of the Chuvash Republic - Chuvashia (hereinafter referred to as the Administration) and is directly subordinate to the Head of the Administration.
The Group in its activities is guided by the Constitution of the Russian Federation and the Constitution of the Chuvash Republic, the laws of the Russian Federation and the Chuvash Republic, decrees and orders of the President of the Russian Federation and the President of the Chuvash Republic, decrees and orders of the Government of the Russian Federation and the Cabinet of Ministers of the Chuvash Republic, orders and orders of the Management Board and the Executive Directorate of the Pension Fund of the Russian Federation, managing the Branch of the Pension Fund of the Russian Federation (state institution) for the Chuvash Republic - Chuvashia (hereinafter referred to as the Branch), in operational activities by orders and orders of the head of the Department, as well as these Regulations.
The structure and staffing of the group are approved by the head of the Department in the prescribed manner. As of September 1, 2011, the HR group consists of 2 people: the head of the HR group and the HR manager.
The Group carries out its activities in cooperation with other structural subdivisions of the Department.
The main tasks of the group are:
- Ensuring compliance with labor laws in the Office, protecting the rights of the employer and providing benefits and guarantees to employees.
Selection and placement of personnel.
Accounting, registration and movement of personnel.
Organization of work with personnel reserve.
Organization and carrying out in accordance with the established procedure of training, retraining and advanced training of employees, adaptation of newly hired employees, certification of employees.
The study and evaluation of the business and moral qualities of employees, the study
compliance of employees with their positions.
Development of staff incentives.
- Preparation, consideration of draft orders, other regulatory documents related to work with personnel.
Advising employees of the Department on their legal status, compliance with labor laws.
Determination, together with the leadership of the Department, and implementation of measures for the personnel policy of the PFR.
Forecasting vacancies and planning for filling vacant positions. Organization of work in order to ensure the replacement of vacant positions in the Office.
Organization of events to improve the style and methods of work of the employees of the Department.
Preparation in accordance with the established procedure of proposals for the presentation of employees for awards, conferment of honorary titles and other forms of encouragement adopted by the Pension Fund of the Russian Federation.
Ensuring the development of regulations on structural divisions and job descriptions of employees in accordance with the requirements of the PFR.
Maintenance of military records of employees of the Department who are in reserve and subject to conscription.
- determination of the necessary time spent on the performance of certain works (functions) by certain employees in accordance with official duties;
calculation of normalized tasks, justification of the amount of work performed by one performer or team;
determination of the required number of employees at the level of structural divisions of the personnel service;
justification of the staffing table and the establishment of optimal ratios of the number of employees of different qualification and job groups.
Primary data collection was carried out within two working weeks (ten working days).
Maps of self-photo of working time for the first and second week of observations for the 9-hour working day of the head are presented in tables 1 and 2 "Map of self-photo of the work time of the head", respectively (see Appendix 3 and 4). To fill in the data of self-photograph cards of working time, the ciphers of the elements of working time costs were used, taken from the classifier of working hours presented in Table 3 "Classifier of working time of the manager" (see Appendix 5).
The processing of self-photograph cards of working time shows that over the entire observation period, the manager performed the following work: for example, conducting interviews for hiring new employees - 30 minutes, conducting career guidance circles - 80 minutes, monitoring orders for vacant places (viewing applications) - 445 minutes (see table 4).
Table 4
Analysis of the balance of working hours
| Operational meeting with heads of departments on current issues | - | 140 | min. |
| Approval of accounting documents (payment orders to the bank) | - | 255 | min. |
| Telephone conversations with the OPFR in the Chuvash Republic-Chuvashia | - | 205 | min. |
| Other business calls | - | 510 | min. |
| Negotiations with managers of firms - personnel centers (conclusion of contracts, discussion of the terms of contracts) | - | 160 | min. |
| Analysis of conflicts between employees | - | 90 | min. |
| Viewing applications-requirements from the OPFR for the Chuvash Republic-Chuvashia | - | 70 | min. |
| Unscheduled breaks Including: Due to violations of labor discipline - personal telephone conversations, receiving visitors on personal matters, breaks for tea (coffee, etc.); due to violations of the normal course of the technological process - waiting for the approval of decisions, time to repair equipment, re-preparation of decisions, etc.) |
- | 205 | min. |
| - | 100 | min. | |
| - | 105 | min. | |
| Scheduled breaks (lunch, rest, personal needs, etc.) | - | 645 | min. |
| Control over the orders of vacancies (viewing applications) | - | 445 | min. |
| Preparation of reports, various plans, constituent, organizational and administrative and other documents | - | 555 | min. |
| Analysis of indicators of labor discipline, development of measures to strengthen it | - | 90 | min. |
| Reception of visitors on business matters | - | 365 | min. |
| Service sidings (road) | - | 565 | min. |
| Participation in meetings of the OPFR for the Chuvash Republic-Chuvashia | - | 250 | min. |
| Carrying out career guidance circles | - | 80 | min. |
| Conducting job interviews for new employees | - | 30 | min. |
| Discussion with the deputy (chief accountant, heads of departments) of business issues | - | 280 | min. |
| Bypass of control rooms (workplaces) | - | 15 | min. |
| Visiting various institutions on business issues (State Supervision, Department of Health, etc.) | - | 265 | min. |
| Public work (discussion with the trade union of various issues, holding subbotniks, etc.) | - | 60 | min. |
| The study of specialized periodicals and media | - | 60 | min. |
| Tidying up the workplace | - | 60 | min. |
The structure of the actual time spent by the manager is as follows: operational time takes 4490 minutes, time for servicing the workplace - 60 minutes, unscheduled breaksare 205 minutes, regulated - 645 minutes (see Appendix 6, table 5).
To enable the analysis of time costs, all types of costs must be grouped into separate, relatively independent groups. To do this, it is necessary to determine the time spent for each type of cost using the classifier codes shown in Table 3:
where n ij is the cost of working time on the j-th day of observation for the i-th type of work, min.
Then, it is necessary to determine the share of each type of cost in the total costs:
where N is the total observation time, min.
To find the value of N, we use the formula:
where S j is the number of hours during which observations were not made on the j-th day, hour.
In this case, the value is for everyone. Then:
Since the observations were carried out for 2 working weeks (10 working days), the total time fund will be 5400 minutes ().
The data obtained in this way are entered in table 6 "Analysis of the compliance of the actual costs of working time with the functions of the manager." In this case, the discrepancy between the actual and planned time costs will be positive if the actual time costs are greater than the planned ones, and negative if the actual costs are less than the planned ones (see Appendix 7).
Column 2 of Table 6 is filled in on the basis of an expert survey on the expedient structure of the manager's working time for the entire period of observation for this specialist in terms of the tasks and goals of the organization facing the head of this institution (see Appendix 7). Unfortunately, in this particular case, the manager does not have a real opportunity to use the "Golden Rule" (60 x 40) of planning when drawing up a plan for his working day. Therefore, the plan was drawn up for 65% of the working time. The rest of the time pool is a period of unplanned activity. The remaining 35% of working time will be conditionally divided into two parts of 17.5%. The first part is a period of unforeseen activity. This is a reserve of time for exceeding the actual duration of work over the planned values. The second part is the period of spontaneous activity. This is a reserve of time to perform work that was not included in the plan.
To assess the level of labor rationing, indicators such as the cost structure, the use of the working time fund, the amount of losses and unproductive costs, and others, reflecting both positive aspects and significant shortcomings, can be used.
To assess the effectiveness of the use of working time, we use the coefficient of extensiveness, calculated by the formula:
where P - regulated and unregulated breaks in work, min.
Ф - actual working time fund, min.
Thus, in this case, Table 3 shows that the regulated breaks for the entire observation period are 645 minutes, the unregulated breaks are 205 minutes, and the entire working time fund is 5400 minutes. Then:
The regulated breaks in work according to the standard adopted by the organization are 70 minutes. per day (50 min. for lunch and 20 min. for rest and personal needs) or 700 min. for the entire period of observation. Thus, the maximum possible value of the coefficient of extensiveness is 0.87. But the actual time spent on lunch and rest is lower than the standard (planned) costs, and there are also costs for unscheduled breaks, which indicates a violation of the work and rest regime.
Next, indicators are determined that characterize the amount of loss of working time for various reasons.
The coefficient of loss of working time, depending on the researcher, is calculated by the formula:
where PR is the loss of working time, depending on the researcher, min.
In this case, the loss of working time is 100 minutes. Then:
etc.................
With regard to managerial personnel, rationing is to establish a measure of labor costs to perform a given amount of work for a certain period of time, as well as measures of proportions in labor. At the same time, the measure of labor costs can be expressed either directly in the time spent by an employee to perform a unit of work, or through the number of employees that is necessary to perform a certain management or work function. And the measure of proportions in labor is realized through the ratio of the number of managers by levels of management, service, and qualifications.
Tasks of labor rationing of managerial personnel
Reducing the time spent on work performed and, on this basis, reducing the required number of managers
The growth of labor productivity of managers in the performance of work through the application of standards established taking into account progressive methods and means of labor, as well as the elimination of non-rational elements of the labor process.
Creation of conditions for increasing the content of the work of managers and for combining positions, by eliminating irrational and redundant work identified during rationing
Rational division of labor and use of managerial personnel by establishing the necessary proportions of their number by qualification
2. Methods of labor rationing
The method of labor rationing is a set of methods for establishing labor standards, including the analysis of technological and labor processes, the design of a rational organization of labor and the calculation of norms. To normalize the work of UE, 3 methods can be used:
Analytical - settlement - requires the use of pre-developed normative materials expressing normative dependences of time or number of employees on influencing factors.
Analytical - research - is based on a direct study of the time spent by managers at a particular enterprise and allows you to take into account all the features of the work. But painstaking research is needed.
Total - the definition of norms based on human experience or according to the data taken into account for previously completed work, or according to total observations of work.
Norms of time
Time standards
Number norms (number norm)
Number ratio standards (number ratio standard)
Service standards (service rate)
Management standards (controllability rate)
Differentiated
Aggregate Method
Timing results (Norm of time)
Observation results
SFR (number norm, Number ratio norm, Time norm, N service)
Individual PDF (same)
Group PDF (same)
Bulk PDF (same)
Differentiated
Aggregate Method
Total
Timing
According to personal information
3. Labor standards
Labor standards are the initial regulated values for establishing labor standards for the workplace.
Labor standards are forms of normative dependence of time, number on influencing factors.
A rule is a formula. If you substitute your data there, you get the norm.
Headcount standards - a regulated number of employees necessary for the high-quality performance of a particular management function in certain limited conditions. This is the main type of labor standards for management personnel. They allow you to determine the required number of managers:
For the enterprise as a whole
For each control function
By plant management and workshops
In departments of shop management
For individual positions
The number standard expresses the form of the normative dependence of the number on influencing factors. Factors and the degree of their influence on the number are determined by correlation analysis using a computer. Such factors can be:
The number of SPPs of the enterprise
Number of main workers
The number of workers - piece workers
The cost of fixed production assets
Annual output
The average category of works and workers, etc.
Usually, population standards are set on the basis of linear or power dependences.
Linear:
Nch \u003d K + ax + by + sz
X, Y, Z - the numerical value of the factors affecting the standard number of employees
A,b,c,k – correlation coefficients
With a power law, the coefficients go into a power, plus changes to multiply.
Each branch of the economy, due to its specific features of production and management, has its own set of factors that have their own degree of influence on the number of managers in this industry. Therefore, the set of formulas for the normative dependence of the number is very wide.
-
April 17, 2015Journey to the center of the earth The deepest dungeon -
April 17, 2015Why dream of falling from a height? -
April 17, 2015Why is uranium and its compounds dangerous? -
April 17, 2015Father Dimitri Smirnov biography
