Strategic human resources management as a tool of developing competitiveness of firm on example of Academy of Russian ballet

Personnel selection and employing

Selection of candidates from the outside depend first of all on Academy interests. The activity connected with selection of personnel, should make positive impression about high school in external environment.

Personnel selection includes such elements as employment (order of announcement of vacancies and procedure of selection of candidates, registration order, a trial period and personnel records); rules of the internal labour schedule (working schedule, lunch break, days off and holidays, unacceptable actions); rules of intrafirm communications and document circulation (phone use, an operating procedure with internal documents, an operating procedure with the correspondence); conditions of the termination of labour contract and dismissal procedure.

Employment in Academy is carried out on a competitive basis, however the final decision is accepted only by the head of high school, namely the rector. Such policy does not allow to estimate comprehensively the candidate according to those requirements which for many years have been developed in system of strategic management by human resources.

Personnel selection is carried out on the basis of the written demand filled in according to established form, signed by the head of structural division.

So, selection of candidates occurs in two stages. After an estimation of resume the candidate is invited to interview with the personnel manager, then with the rector of Academy.

If necessary the personnel manager can check up the recommendations presented by the candidate with the resume and questionnaire.

Order of registration for work. For registration for work the candidate should provide personnel department with the following documents: passport; work record card; diploma; marriage certficate; children birth certificate; INN; pension insurance certificate.

At employing each employee gets a debit card.

The candidate is considered employed after successful completing of a trial period and signing all necessary documents. From this point all rights and duties which are accepted in Academy can be applied to him.

All new employees are employed with a two-month trial period. Under the decision of the rector the trial period can be prolonged for three months and more.

The purpose of trial period is, on the one hand, check conformity of the employee a post, on the other hand, adaptation of the employee to new collective and corporate standards. After a trial period the employee is given talks with the head of a personnel department. During conversation problems which the employee has faced on a new place of work are found out, and also employee express wishes about work. If the new employee has successfully passed a trial period, he is considered to be accepted on a permanent job.

In case of unsatisfactory result following the results of a trial period, monetary compensation is paid to the worker, and he is released from work.

In personnel department each employee the private card where there is his questionnaire, copies of all documents presented at employment, and also Orders on employment, transfer into other posts and in other divisions is stored.

The employee is obliged in due time, within a week, to notify a staff department on any changes of its personal data (change of a residence, registration, formation, nameplate data, phone numbers, the marital status).

Rules of the internal labour schedule (work schedule, lunch break, days off and holidays, unacceptable actions) are separately registered also; rules of intrafirm communications and document circulation; conditions of the termination of the labour contract and dismissal procedure.

Personnel estimation

In Academy of Russian ballet there are systems of an estimation of the personnel that helps to define that contribution which has brought or this or that employee can potentially bring in work of the organisation. However these systems of an estimation are not accurately registered that frequently can lead to an inefficiency of work of all high school or its separate elements.

Personnel compensation

Personnel compensation is certainly included in personnel selection of Academy and includes a policy in the field of a payment. As a rule, wages of employees consists of a constant components, namely the salary established for efficiency of performed work.

For exemplary performance of labour duties, labour productivity increase, improvement of quality of services, long and excellent job, innovation in work and for other achievements in work following encouragements are applied:

• The gratitude announcement;

• Award delivery.

Encouragements appear in the order and are brought to the notice of all collective and brought in the work record card of the employee. At application of measures of encouragement the combination of moral and material stimulation of work are provided.

Personnel development

Policy in the field of training and personnel development have developed in Academy and is an integral part of strategic management of human resources which was shown in the second chapter of the given work. However the policy of development of human resources consists in the given high school in the Academy independently preparing cadres by realisation of educational programs of different levels — since secondary education and finishing postgraduate study.

Thus, the Academy pays attention to personnel training, considering it as one of stability factors in the future. Responsibility for improvement of professional skill lies both on Academy, and on its employees. The academy should prepare for the future changes, employees should aspire to reception of a new professional knowledge and their appendix to those kinds of work which most of all require changes.

Recently in Russia comprehension of necessity of working out effective corporate culture which raises competitiveness of the organisation in the market has occurred.

Thomas Dj. Peters and Robert H. Woterman by results of analysis of the succeeding American companies have come to a conclusion that «in the exemplary companies, probably, cultures in which values and methods of outstanding leaders and personnel representation» are embodied develop, and «that true role of the main head is in operating valuable installations of the organisation».

So, each company possesses it’s own culture, there is a whole set of norms and principles, schedules according to which carriers of this culture (employees) and defines the behaviour.

The corporate culture of Academy includes:

• Mission;

• Values, norms defining principles of mutual relations in Academy;

• The atmosphere developing principles of construction of internal and external communications;

• The behavioural rituals including ceremonies, keywords, myths.

The given corporate culture is shown in mutual relations of employees, relations the head — the subordinate; in rules and norms of behaviour (for example, whether it is considered normal to be late, during what time employees usually leave work, how communicate with each other etc.); In internal values of the organisation, internal morals (some are regarded positively, some — negatively); in philosophy of the organisation fixed in mission of the company; in traditions of the organisation, its rituals (how it is accepted to celebrate holidays, whether exist what or rituals); in a management style, in relations which the head builds with subordinates (for example, how much the head is accessible to ordinary employees, how quickly he solves problems, whether trusts subordinates responsible tasks, whether welcomes the initiative); in the organisation of mutual relations between divisions within the limits of operating business processes, presence of the facts of internal conflicts and an order of their permission; available and display of informal leadership (what character carries informal leadership — positive or negative) .

Taking all the facts into consideration we will analyze development of corporate culture in Academy of Russian ballet.

In Academy it is accepted to celebrate holidays together: birthday (on May, 4th) and New Year.

Corporate standards of work of Academy with internal and external clients. Internal clients are divisions of the Academy, all its employees. External clients are actual and potential clients, and also partners who have professional questions or for whom consultation is necessary.

The most important rules of work in Academy are: punctuality, politeness and affability, compulsion, ability to keep a secret the information which can reflected negatively image of Academy, taking into account interests of others, literacy (as in conversation, and letters), constant aspiration to increase the professional level of knowledge, attending lectures, seminars, reading specialised editions, communicating with colleagues, being engaged in self-education, loyalty, partner mutual relations with colleagues.

Among principles of relations with clients both internal, and external, principles of conscientiousness, honesty, trust, completeness of disclosing of the necessary information, performance of commissions of the client with the maximum observance of its interests are allocated.

3.3 Experience of personnel selection in European high schools

Let’s analyze features of personnel selection in the European higher educational institutions on an example of English national school of ballet. It is necessary to notice that the structure of management of the given educational institution is similar to structure of management of Academy of Russian ballet of A.E.Vaganova, namely has linear character.

For management of ballet School Interim Director which makes all strategic decisions is responsible. In personnel selection questions is for Human Resources Office in close interrelation with profile divisions of School.

The English National Ballet School is committed in its pursuit of academic excellence to equality of opportunity and to a pro-active and inclusive approach to equality, which supports and encourages all under-represented groups, promotes an inclusive culture, and values diversity.

The School is therefore committed to a policy and practice which require that, for students, admission to the School and progression within undergraduate and graduate studies, will be determined only by personnel merit and by performance. For staff, entry into employment with the School and progression within employment will be determined only by personnel merit and by the application of criteria which are related to the duties and conditions of each particular post and the needs of the institution concerned.

Subject to statutory provisions no applicant for admission as a student, or for a staff appointment, or student, or member of staff, will be treated less favourably than another on the grounds of sex (including gender reassignment), marital or parental status, race, ethnic or national origin, colour, disability, sexual orientation, religion, or age. For students, ability to meet the requirements of the selection criteria for competitive admission and for staff, ability to perform the job, will be the primary consideration.

If any person appointed as an employee considers that he or she is suffering from unequal treatment on any of the above grounds in his or her admission, appointment, or progression through the University, he or she may make a complaint, which will be dealt with through the agreed procedures for complaints or grievances or the procedures for dealing with bullying and harassment, as appropriate.

The School will take active steps to promote good practice. In particular it will:

promote equality of opportunity;

promote good relations between people of different racial groups, between women and men and between disabled and non-disabled people;

have due regard to the need to eliminate discrimination on grounds of race, sex, disability, and all other grounds set out in the statement on equal opportunities;

subject its policies to continuous assessment in order to examine how they affect all under-represented groups, especially ethnic minority students and staff, women, and disabled students and staff, and to identify whether its policies help to achieve equality of opportunity for all these groups, or whether they have an adverse impact;

monitor the recruitment and progress of all staff, paying particular attention to the recruitment and progress of ethnic minority staff, women, and disabled staff;

promote an inclusive culture, good practice in teaching, learning, and assessment, and good management practice, through the development of codes of best practice, policies, and training;

take positive action wherever possible to support this policy and its aims;

publish this policy widely amongst staff, together with policy assessments and results of monitoring.

Thus, it is possible to ascertain that in questions of personnel selection the great value is played by criteria of a non-admission of discrimination to any sign. The given principles yet are not priority for the Russian high schools, and also any other Russian organisations. However this experience can be in the long term useful and used in the conditions of Russia, including in Academy of Russian ballet.

3.4 Offers on personnel selection perfection in Academy of Russian ballet

On the basis of the shown information about Academy of Russian ballet it is possible to draw a conclusion that the management of this high school pays attention to management of human resources, however is not engaged in perfection of this system.

All process of work with the personnel should be constructed so that in the shortest way to reach desirable result concerning any question or problems in personnel sphere. So, during personnel selection formation, ideally, there should be a coordination of following aspects:

• Working out general principles of personnel selection, definition of priorities of the purposes;

• The organizational-regular policy — planning of requirement for a manpower, formation of structure and staff, appointment, creation of a reserve, moving;

• The information policy — creation and support of system of movement of the personnel information;

• The financial policy — a formulation of principles of distribution of means, maintenance of effective system of stimulation of work;

• A policy of development of the personnel — maintenance of the program of development, vocational guidance and adaptation of employees, planning of individual advancement, formation of commands, vocational training and improvement of professional skill;

• An estimation of results of activity — the analysis of conformity of personnel selection and organisation strategy, revealing of problems in personnel work, an estimation of personnel potential (the centre of an estimation and other methods of an estimation of efficiency of activity) .

At Academy activity there are no all these aspects and if are realised, not in full. Therefore the management of this high school should be engaged more attentively in development of the basic moments of personnel selection, and also positions of strategic management by human resources.

Let’s formulate some specific proposals for Academy of Russian ballet in sphere of managing human resources.

The question of the concept of monitoring human resources of Academy can become one of the most interesting. Its overall objective will be development of procedures of diagnostics and forecasting of a personnel situation.

For this purpose it is necessary to allocate indicators of a condition of personnel potential, to develop the program of constant diagnostics and the mechanism of development of concrete measures on development and use of knowledge, personnel skills. The estimation of efficiency of personnel programs and working out of a technique of their estimation are expedient. So, for the organisations which are carrying out constant monitoring of the personnel, set of separate programs of personnel work (the estimation and certification, career planning, maintenance of an effective working climate, planning etc.) join in uniform system of internally connected problems, ways of diagnostics and influence, ways of acceptance and realisation of decisions. In that case it is possible to talk about personnel selection existence as the tool of efficient control the enterprise.

In spite of the fact that in considered high school there are base elements of an estimation of human resources, nevertheless this element of strategic management of the personnel at that kind as it is supposed in base concepts of estimation human resources is absent. Therefore the Academy management should develop accurate and effective system of an estimation of the personnel.

T he great value for effective personnel selection plays development of human resources. I n Academy this policy practically is not developed, as it was already marked. T oday there exist various training programs. N evertheless it is extremely important to underline strategic importance of activization of efforts in this direction as participation of the organisation in training of the employees allows the last to feel a part of this company and to join comprehension of interests of the organisation as a whole.

C orporate orientation and special programs of training allow heads of divisions to learn more about other divisions, the future heads who will be dispatched further on different divisions, in the course of training get acquainted with each other. That are any programs in which frameworks there are heads of different divisions, not only have educational function, but also promote mutual understanding development between people and establishment of good personal relations.

The organisation of conferences and meetings for which all staff of the company gathers can appear the perspective. It is one more way to simplify process of detection and use of interrelations. So, once a year can be organised so-called «strategic seminars» on which the personnel can familiarise with plans of a management concerning a state of affairs in Academy, the purposes and problems of its development in the future. It is very important, that employees understand the strategic logic of interrelations in the organisation and are able to discuss these questions, and also could apply the techniques allowing them to find interrelation in certain sphere of business activity.

In sphere of development of the personnel can be used possibility of foreign training in frameworks of which employees of Academy will receive an operational experience in foreign structures, it can raise level of their initiative in the offer of different directions of modernisation.

In the XXI-st century when such global and high scales has reached development of modern technologies (first of all information and innovative), is perspective to their wide introduction.

Also it is possible to recommend to make use partially experience of those western companies which used in the strategy such programs of increase of competitiveness as reengineering business processes and a quality mug (which was shown in chapter 1). In Russian realities they can be effectively used.

Conclusion

Strategic human resources management is an interesting and a vital topic. It can be explained easily: active development from the end of the XX-th century of various strategy of increasing of competitiveness of the enterprises fastened on use of potential of the personnel.

M.Armstrong, the classic of the economic theory, has devoted the majority of the works to studying of strategic management of human resources. He also has given one of universal definitions of HRM as to the approach of decision-making concerning intentions and plans of the organisation, concerning strategy, policy and practice of relations of labour hiring, search and selection of employees, training, development, management of indicators of work, compensation and labour relations.

In research such basic categories of HRM as competence, strategic selection, an estimation, compensations and personnel development, and also working out and introduction of strategy of human resources at the enterprise have been in detail analyzed. It has helped in further to consider personnel selection of Academy of Russian ballet of A.E.Vaganova and to develop specific proposals on its reforming.

Strategic personnel selection is connected with moving of people on a career ladder as by advancement, and hiring.

Strategic estimation are the systems of a feedback subjecting to consideration and measurement various aspects of activity of this or that company, provided with efforts of the personnel.

Strategic compensation of the personnel are the systems providing a recognition at well executed work and corresponding indemnification.

Strategic development means various kinds of the activity, called to provide fuller conformity of professional skills and abilities of workers to requirements of a corresponding post.

Presence specified four elements means that in the organisation there is a stable control system of the personnel, the management considers the personnel as the important element of achievement of an overall performance of the organisation and accordingly as competitive advantage on a foreign market.

The academy of Russian ballet has three century history and occupies one of leading places in the branch in the world. Therefore for its development has strategic value development of effective personnel selection.

The Academy management should study more attentively existing operating experience in human resources management sphere and use it.

It is possible to make the following proposals on its perfection of personnel selection:

1. It is perspective to work out the concept of monitoring of human resources that will allow to lift forecasting and situation diagnostics in personnel sphere on new level, the accurate mechanism on development of concrete measures in sphere of development and use of knowledge, skills of employees of Academy. It will help to implement an effective estimation of existing personnel programs. The given mechanism should work on a constant basis.

2. Though in Academy there are some elements of development personnel, however this aspect is necessary to develop. It is the important step on a way of creation of motivations of the personnel, it will feel a part of the company, will set aside its interests. Corporate orientation is important and for strengthening of interaction of employees among themselves that will create a favorable climate in the organisation and will promote competitive work.

3. Also within the limits of the concept of development of the personnel it is possible to offer the organisation to carrying out «strategic seminars» which will promote relations in Academy, and also will allow to create a certain internal forum on which employees can collectively discuss pressing questions of development of the organisation, develop concrete decisions of existing problems, raise and initiative personnel.

4. Assistance in the organisation for the employees of foreign training which will provide possibility to adopt an effective operational experience of the foreign organisations

5. It is necessary to introduce modern technologies in company’s work that considerably raises an overall performance of the personnel and helps «to march in step in due course».

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Appendix

Table 1. Strategy of personnel management and implementation strategy of the enterprise

Type of strategy Requirements to personnel characteristics Operative administrative decisions Enterprise strategy.

Projects with high degree of financial risk, a minimum quantity of actions are approved. Resources are insufficient for satisfaction of all requirements of the customer. In the attention centre — fast realisation of the nearest measures, even without corresponding detailed study. Workers should be innovators, communicative, with the long-term orientation, ready both risk, and not be afraid of responsibility. It is important, that leading experts do not change.

Selection and placement of personnel: search for people, capable to run risks and bring matters to the end.

Compensations: on a competitive basis, impartial, whenever possible — satisfying tastes of worker.

Estimation: is based on results, not too rigid.

Development of person: informal, focused on the instructor.

Planning of movings: in the centre — interest of employees; selection of the workplace corresponding to interests of the worker.

Strategy of dynamical growth.

Risk degree — smaller. Constant comparison of the current purposes and creation of the base to the future. The policy of the enterprise and procedure is fixed in writing: for more strict control and as a basis of the further development.

Workers should be organizationally fixed, should possess flexibility in changing conditions, to be problem-focused and work in close cooperation with others.

Selection and placement of personnel: search of flexible and honest people, capable to risk.

Compensations: fair and impartial.

Estimation: is based on accurately stipulated criteria.

Development of the person: accent on qualitative growth of level and a sphere of activity.

Planning of movings: real today’s possibilities and various forms of office advancement.

Profitableness strategy.

In the attention centre — preservation of existing level of profits. The efforts demanding financial expenses, rather modest; the hiring termination is possible. The administrative system is well developed: extensive any system of procedural rules operates.

Attention to criteria of quantity and efficiency; terms — short-term; results — at rather low risk level and a minimum level of the organised fixedness.

Selection and placement of personnel: are extremely rigid.

Compensations: are based on merits, a seniority and intrafirm representations about justice.

Estimation: narrow, focused on the result, carefully thought over.

Development of the person: accent on competence in the field of tasks in view, experts are used in narrow area.

Liquidating strategy

Sale of actives, elimination of possibilities of losses, in the future work reduction as much as possible. Most attention to attempts to rescue the enterprise as the further falling of profit is expected is not paid attention at all.

Employees for short time, narrow orientation, without big adherence to the enterprise are required. The special requirement for shots and for their set is not presented.

Set of employees: it is improbable because of staff reduction.

Payment: it is based on the merits, slowly growing, without additional stimulus.

Estimation: planing, formal, it is based on administrative criteria.

Development, training: are limited. Are based on office necessity.

Advancement: who has demanded skills, have advancement possibility. Strategy of circulation (cyclic).

The core — to rescue the enterprise. Measures on reduction of expenses and the personnel are carried out to survive in the near future and to find stability on long prospect. A personnel morale — oppressed enough. Employees should be flexible in the conditions of changes, guided by big purposes and distant prospects.

Selection and placement of personnel: developed workers are required versatile.

Payment: system of stimulus and check of merits.

Estimation: by result.

Training: big possibilities but careful selection of applicants.

Advancement: various forms.

Bogomolov I. P., Hohlov E. V. Analiz formirovaniya kategorii konkurentnosposobnosti, kak faktora rinochnogo prevoshodstva ekonomicheskih objektov // Marketing v Rossii I za rubejom / 2005 № 1 // URL:

http://www.mavriz.ru/articles/2005/1/3548.html

(Богомолова И.П., Хохлов Е. В. Анализ формирования категории конкурентоспособность, как фактора рыночного превосходства экономических объектов // Маркетинг в России и за рубежом/ 2005. № 1 // URL:

http://www.mavriz.ru/articles/2005/1/3548.html)

F athutdinov R. A. U pravlenie konkurentnosposobnostju organizazii. M. 2005. P. 268 (Фатхутдинов Р. А. Управление конкурентоспособностью организации.

М., 2005. С. 268.)

Novojilov I. S. Ozenka konkurentnosposobnosti predpriyatiya chernoi metallurgii na primere OAO «NTMK» I OAO «MMK» // URL:

http://ntpg.tagil.ru/blackmetal/index.php?cat=5&pages=0

(Новожилов И. С. Оценка конкурентоспособности предприятий черной металлургии, на примере ОАО «НТМК» и ОАО «ММК» // URL:

http://ntpg.tagil.ru/blackmetal/index.php?cat=5&pages=0)

Novojilov I. S. Ozenka konkurentnosposobnosti predpriyatiya chernoi metallurgii na primere OAO «NTMK» I OAO «MMK» // URL:

http://ntpg.tagil.ru/blackmetal/index.php?cat=5&pages=0

(Новожилов И. С. Оценка конкурентоспособности предприятий черной металлургии, на примере ОАО «НТМК» и ОАО «ММК» // URL:

http://ntpg.tagil.ru/blackmetal/index.php?cat=5&pages=0)

Ibid.

Ibid.

Novojilov I. S. Ozenka konkurentnosposobnosti predpriyatiya chernoi metallurgii na primere OAO «NTMK» I OAO «MMK» // URL:

http://ntpg.tagil.ru/blackmetal/index.php?cat=5&pages=0

(Новожилов И. С. Оценка конкурентоспособности предприятий черной металлургии, на примере ОАО «НТМК» и ОАО «ММК» // URL:

http://ntpg.tagil.ru/blackmetal/index.php?cat=5&pages=0)

Ibid.

F athutdinov R. A. U pravlenie konkurentnosposobnostju organizazii. M. 2005.

P. 272. (Фатхутдинов Р. А. Управление конкурентоспособностью организации. М., 2005. С.

272.)

F athutdinov R. A. U pravlenie konkurentnosposobnostju organizazii.

M. 2005. P. 272. (Фатхутдинов Р. А. Управление конкурентоспособностью организации. М., 2005. С.

272.)

Ibid.

F athutdinov R. A. U pravlenie konkurentnosposobnostju organizazii. M. 2005. P.

272. (Фатхутдинов Р. А. Управление конкурентоспособностью организации. М., 2005.

С. 272.)

Ibid.

P orter M. K onkurentnoe preimuschestvo. K

ak dostich visokogo rezultata I obespechit ego ustoichivost. M. 2005. P. 25. (Портер М. Конкурентное преимущество.

Как достичь высокого результата и обеспечить его устойчивость. М., 2005. С. 25.)

F omban Ch. J. S trategicheskoe upravlenie chelovecheskimi resursami // Kurs MBA po menedjmentu. P od red. A lena R.

K oena. M. 2003.

P. 365. (Фомбан Ч. Дж. Стратегическое управление человеческими ресурсами // Курс МВА по менеджменту.

Под ред. Алена Р. Коэна. М., 2003. С. 365).

F olmut H. I. I nstrumenti koncrollinga. M. 2003.

P. 113 (Фольмут Х. Й. Инструменты контроллинга. М., 2003. С. 113.)

A ndersen B. B izness-prozessi. I nstrumenti sovershenstvovaniya. M.

2005. P. 219. // URL:

http://www.bizbook.ru/listing.php?book_id=16 510&page_num=219

(Андерсен Б. Бизнес-процессы. Инструменты совершенствования. М., 2005. С. 219. // URL:

http://www.bizbook.ru/listing.php?book_id=16 510&page_num=219)

H arry M., Shreder R. 6 sigma. M. 2003. P.

30. (Хэрри М., Шредер Р. 6 sigma. М., 2003. С.

30.)

Ibid. P. 33.

F alko S. G., O rlov A. I. «S hest sigm» — sistema vnedreniya kontrollinga I ego ekonomicheskih instrumentov // Kontrolling. 2005 № 1.

(Фалько С.Г., Орлов А. И. «Шесть сигм» — система внедрения контроллинга и его экономических инструментов // Контроллинг. 2005. № 1.)

Ibid.

F alko S. G., O rlov A. I. «S hest sigm» — sistema vnedreniya kontrollinga I ego ekonomicheskih instrumentov // Kontrolling. 2005 № 1.

(Фалько С.Г., Орлов А. И. «Шесть сигм» — система внедрения контроллинга и его экономических инструментов // Контроллинг. 2005. № 1.)

Pande P., Holl L. Chto takoe «shest sigm»? Revoluzionnii metod upravleniya kachestvom M. 2004 (Панде П., Холл Л. Что такое «шесть сигм»? Революционный метод управления качеством. М., 2004.)

H erri M. S hreder R. 6 sigma. M,

2003. P. 51. (Хэрри М., Шредер Р. 6 sigma.

М., 2003. С. 51.)

Ibid.

" Champions" - prosecute management and involvement subjects, six are engaged in realisation «sigma» in scales of kinds of business for which they answer, they also break the former corporate cultural barriers, disturbing to achievement of the purposes, create auxiliary systems, provide presence of necessary financial resources and identify projects for perfection, are engaged in an estimation of potential of the organisation, conduct benchmarketing with reference to the goods and organisation services, carry out the detailed analysis of ruptures, create operational vision, develop the interfunctional plan of expansion «six sigma» and provide an administrative and technical management of «black belt» .

«Green belts» are the employees who are operating on all organisation and engaged «six sigma» only a part of time, carrying out and other kinds of works. They carry out two problems: 1. They should participate in distribution of successful receptions «six sigma»; 2. To supervise over small projects of perfection on the sites.

Armstrong M. Praktika upravleniya chelovacheskimi resursami. M. 2004. P. 46

Hamel G., Prahalad C.K. Strategic intent // Harvard Business Review. 1989. May-June. P. 63−76.

Barney J. Firm resources and sustained competitive advantage // Journal of Management Studies. 1991. № 17(1). P. 99−120.

Armstrong M. Praktika upravleniya chelovacheskimi resursami. M. 2004. P. 47

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 47.)

Barney J. Firm resources and sustained competitive advantage // Journal of Management Studies. 1991. № 17(1). P. 99−120.

Ulrich D. Human Resource Management and Industrial Relations // MITSloan Management Review. 1998. Vol. 39. №.

2. P. 15−26.

Armstrong M. Praktika upravleniya chelovacheskimi resursami. M. 2004. P. 49

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 49.)

A rmstrong M. P raktika upravleniya chelovacheskimi resursami. M. 2004. P. 57.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 57.)

Ibid. P. 58

Armstrong M. Praktika upravleniya chelovacheskimi resursami. M. 2004. P. 58

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 58.)

Ibid.

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 26.

Ibid.

Arefjev A. O., Bajenov A. D. Upravlenie kompetenziei I rotaziei chelovecheskih resursov proektno-orientirovannogo predpriyatiya // URL:

http://www.intalev.ru/?id=12 529

(Арефьев А.О., Баженов А. Д. Управление компетенцией и ротация человеческих ресурсов проектно-ориентированного предприятия // URL:

http://www.intalev.ru/?id=12 529)

Ibid.

Ibid.

Arefjev A. O., Bajenov A. D. Upravlenie kompetenziei I rotaziei chelovecheskih resursov proektno-orientirovannogo predpriyatiya // URL:

http://www.intalev.ru/?id=12 529

(Арефьев А.О., Баженов А. Д. Управление компетенцией и ротация человеческих ресурсов проектно-ориентированного предприятия // URL:

http://www.intalev.ru/?id=12 529)

Ibid.

Ibid.

Ibid.

Arefjev A. O., Bajenov A. D. Upravlenie kompetenziei I rotaziei chelovecheskih resursov proektno-orientirovannogo predpriyatiya // URL:

http://www.intalev.ru/?id=12 529

(Арефьев А.О., Баженов А. Д. Управление компетенцией и ротация человеческих ресурсов проектно-ориентированного предприятия // URL:

http://www.intalev.ru/?id=12 529)

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 267.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 267.)

K artashova L. V. S trategiya upravleniya chelovecheskimi resursami I ozenka ee effektivnosti. M.

2003. P. 115 (Карташова Л. В. Стратегия управления человеческими ресурсами и оценка ее эффективности. М., 2003.

С. 115.)

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 274.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 274.)

Ibid. P. 274.

Roberts G. Recruitment and Selection: A competency approach. London, 1997. Р. 54.

Wood R., Payne T. Competency-based Recruitment and Selection. Wiley, Chichester, 1998. Р. 104.

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 277.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 277.)

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 548.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 548.)

Ibid.

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 549.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 549.)

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 550.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 550.)

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 553.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 553.)

K artashova L. V. S trategiya upravleniya chelovecheskimi resursami I ozenka ee effektivnosti. M. 2003. P. 154 (Карташова Л. В. Стратегия управления человеческими ресурсами и оценка ее эффективности.

М., 2003. С. 154.)

O degov U. G., J uravlev P. V. U pravlenie personalom.

M. 2005. P. 341 (Одегов Ю.Г., Журавлев П. В. Управление персоналом. М., 2005. С. 341.)

Armstrong. M. Praktika upravleniya chelovecheskimi resursami. M. 2004. P. 540.

(Армстронг М. Практика управления человеческими ресурсами. М., 2004. С. 540.)

D yatlov V. A., K ibanov A. Y a., Pihalo V. T. U pravlenie personalom.

M. P. 260 (Дятлов В.А., Кибанов А. Я., Одегов Ю. Г., Пихало В. Т. Управление персоналом. М., 2000. С. 260.)

S hekshnya S. V. U pravlenie personalom sovremennoi organizazii. M. 2004.

P. 217 (Шекшня С. В. Управление персоналом современной организации. М., 2004. С. 217.)

Lawler E.E. Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions. Stanford, 2003. P. 29.

F ombran Ch. D j. S trategicheskoe upravlenie chelovecheskimi resursami // Koen A. R. K urs MBA po menedjmentu.

M. 2001. P. 364. (

Фомбран Ч. Дж. Стратегическое управление человеческими ресурсами // Коэн А. Р. Курс МВА по менеджменту. М., 2001. С. 364.)

See appendix.

P ovishenie konkurentnosposobnosti kompanii: formirovanie rinochnoi strategii I ee prakticheskoe osuschestvlenie // razjyasneniya, soveti I rekomendazii spezialistov v oblasti prakticheskogo marketinga V. V. K evorkova I D. V. K evorkova.

2005. № 12. P.

10 (Повышение конкурентоспособности компании: формирование рыночной стратегии и ее практическое осуществление // Разъяснения, советы и рекомендации специалистов в области практического маркетинга В. В. Кеворкова и Д. В. Кеворкова. 2005. № 12. С.

10.)

P ovishenie konkurentnosposobnosti kompanii: formirovanie rinochnoi strategii I ee prakticheskoe osuschestvlenie // razjyasneniya, soveti I rekomendazii spezialistov v oblasti prakticheskogo marketinga V. V. K evorkova I D.

V. K evorkova. 2005. №

12. P. 11 (Повышение конкурентоспособности компании: формирование рыночной стратегии и ее практическое осуществление // Разъяснения, советы и рекомендации специалистов в области практического маркетинга В. В. Кеворкова и Д. В. Кеворкова. 2005. № 12. С.

11.)

Upravlenie personalom. Pod red. T. U. Bazarova. M, 2004. // URL:

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(Управление персоналом. Под ред. Т. Ю. Базарова. М., 2004. // URL:

http://www.cfin.ru/management/people/pmanbook-5−2.shtml)

Upravlenie personalom. Pod red. T. U. Bazarova. M, 2004. // URL:

http://www.cfin.ru/management/people/pmanbook-5−2.shtml

(Управление персоналом. Под ред. Т. Ю. Базарова. М., 2004. // URL:

http://www.cfin.ru/management/people/pmanbook-5−2.shtml)

U tkin E. A., K ochetkova A.

I. U pravlenie personalom v malom I srednem biznese. M. 1996. P. 113−115 (Уткин Э. А. Кочеткова А.И. Управление персоналом в малом и среднем бизнесе. М. ,

1996. С. 113−115.)