1. The essence of management staff it features and Methods

One of the components of aggregate enterprise as a whole production and economic system, along with management activity is personnel management. In literature you can find other options for structuring enterprise system, but always stands staffing component, as the main part of the control system.

Due to the increasing role of the human factor in modern production, one of the most important functions of human resource management is staff development, and not just to bring it in line with the number of the availability of jobs that require a different approach to decision-making. This was the argument for the allocation of personnel management in a separate line management.

In literature you can find examples of different interpretations of the term "HR." Some authors in determining the operating target and the method by which this objective can be achieved, that focus on the organizational aspects of management. Other in determining the maximum value of providing content that reflects the functional side management. A typical example of the first approach is to determine VP Halenko: "Personnel Management - a set of interrelated economic, organizational, social and psychological methods to ensure the effectiveness of employment and the competitiveness of enterprises."

Another approach reflected in the definition of personnel management that adopted in the German School of Management: "Personnel Management - an area of activity, which are essential elements determining the need for staff, involving staff involvement in work release, development, staff controlling and structuring work policy remuneration and social services, the policy of participation in achieving success, cost management personnel and management staff. "

The objectives of personnel management company are:

• Competitiveness enterprises to market conditions;

• Effectiveness production and work, and exactly achievement maximum profit;

• software High social ialnoyi Effects vnosti functioning team.

Successful implementation of these goals requires tasks such as:

• ensuring the needs of the enterprise in the workforce in the required number and qualification;

• full and effective using potential employee and production potential to general;

• software conditions to highly Labour high he ivnya its organization, motivation, self-discipline, output in the habit of working of interaction and cooperation;

• fixing employee to formation stable staff as condition Payback funds tratyatsya to working force (attraction, development staff);

• coordination production and social problems (balancing interests enterprises and interests employees, economic and social efficiency);

• Effectiveness management staff achievements goals management at contraction costs to working force.

Analysis of domestic and foreign economic literature to determine a number of important principles underlying the human resource management. Among the most significant seems to the author, are:

• effective system Mr idbora, hiring and accommodation employees;

• system of motivation and remuneration fair concerning employees, competitive concerning other firms and is good manageable;

• remuneration is based on individual work and effectiveness of the organization;

• development, training, relocation and Mr idvyschennya workers carried out according to the results of their work, skills, abilities, interests and needs of the organization;

• Individual problems are resolved quickly, fairly and effectively.

It should be noted that the company is more and more departments and branches it has the more important coordination general principles of unified management.

There are three main groups of controls: direct controls, consequential and special group -  control that can not be included in the previous two.

Groups most important direct means direct control and so-called indirect or indirect means HR are presented in Table 1.1. 

Thus, through assessments and points can be identified skills and capabilities of the worker and the need to improve his skills, dismissal and promotion. To some extent this assessment is one of the factors motivating workers.

By means of applying quasi informal groups and working atmosphere. Reasons informal groups rooted in the very nature of man, his personal and subjective preferences, the need to communicate.

There are sociological and organizational reasons for informal groups:

• social difference (workers - employees, local residents - foreigners);

• Part itko outlined centralization and formalizovanist organizational structure (anonymity);

• availability informal Leaders to some he ivnyah organization;

• lack of information and appearance rumors.

To all tasks assigned to the organization was achieved, not just a set of qualified personnel necessary to organize work that each worker every effort to perform the tasks, regardless of their personal problems. Motivation  a process of encouraging yourself and others to work to achieve personal goals and objectives. Modern theories of motivation based on two main concepts: needs (primary and secondary) and remuneration (internal and external).

Table 1.1

Groups HR tools

HR Tools
Straight	Indirect (indirect)
delegation authority and objectives; discussion to team, conversationfrom; criticism and encouragement that shape assessment human labor, but should not accept criticism as a punishment, but as a signal to improve the quality of their work; service supervision and control results labor; information and communication,every Labour INEC should haveaccess to required and relevant to hisareas Activities information; directive and instructions.withconcern basic, strategic areas Activities and Development  and instructions are specifying them and attribute as actto specific situation	 characteristic positions, description goals, objectives, competences and SPI centuries other positions, the requirements to the employee. With other by this is foundation to control of other help employee adapt oneself to This office;  rating working Places which partially carried out to foundations and office properties, but here captured and complexity of activities and working conditions, etc .;  rating employee, at rating his personal contribution

Source: [2]

Motivation can be divided into material (traditional) and intangible (non-traditional).