Modern models of human resource management and their impact on the realization of the creative and labor potential of the company's employees

Alieva El'vira Sabirovna Postgraduate Student, Department of Sociology, Philosophy and Youth Work, Smolensk State University 214000, Russia, Smolenskaya oblast', g. Smolensk, ul. Przheval'skogo, 4 alievaelv@rambler.ru

The development and analysis of management models, as well as the modeling process itself, are an obligatory part of the management process, as this greatly facilitates the work of the organization and communication between its members. Today, many progressive companies face the problem of creating a competent human resource management model that would allow the company to always meet the constantly changing market environment. Modern management models in HR management relate directly to the structural aspect of the process. At the same time, it is important to understand that the very concept of "Management model" implies a whole system of interrelated actions, tools and operations, which constitute the whole essence of the human resource management process. 

The study of the theory and practice of the process of building human resource management models in foreign and domestic experience proves the existence of a huge number of management models. Traditionally, American and Japanese management schools are distinguished, which are a kind of models for the implementation of management systems in various countries with their own socio-cultural specifics. The similarity of the American and Japanese management schools is also in the use of a set of measures to increase the effectiveness of the human factor in the company's activities. The specificity of the American approach consists in attempts to select employees with creative potential, in the use of mechanisms aimed at developing the ability to make decisions independently, act in conditions of innovation and high competition ^{[1, 5, 6]}. In the Japanese model, the emphasis is on the family principle of building labor relations, which does not exclude the use of knowledge management mechanisms, development of creative potential of employees ^[7-10].

When building a modern model adapted to the specifics of the organization, it is certainly necessary to generalize and apply the research and achievements of leading foreign and domestic specialists in the field of HR management. It is extremely important to understand how previously developed models are applicable to implementation in a modern environment. Let's consider some modern models from the point of view of their focus on the qualitative and full realization of the creative and labor potential of employees to achieve the economic success of the company in general, as well as to meet the individual needs of each employee individually.

Figure 1 shows the human resource management model, which was created by a group of foreign researchers, namely Velesko S.E., Byalyatsky N.P., Peter Roish ^[1].

 Figure 1 - Human resource management model of the organization. Byalyatsky N.P., Velesko S.E., Peter Roish

This model initially has a number of disadvantages:

– firstly, at first glance, the Velesko, Bialiatski and Roish model is universal and can be applied to absolutely any organization. However, there is a complete lack of focus on crisis situations, so you can not count on the effectiveness of this model "in its pure form" without improvements taking into account the specifics of a particular company;

– secondly, the model is static, since there are no connections between its elements, there is no interdependence;

– thirdly, there is a discrepancy between the set of tasks on the left side, and the tools to achieve them on the right. For example, it is not possible to fully ensure effective control only through business communication.

In Russia today, there is still no consensus: to use foreign management models or to develop their own, taking into account Russian specifics. Of course, this issue is controversial: foreign experience was formed on the basis of a foreign mentality and traditions, and therefore requires detailed study. Undoubtedly, Russia has personal experience in the management process. However, the main features still relate to the remnants of the Soviet period, which are not relevant today in working with modern commercial organizations.

The second modern model of human resource management is proposed by A.Y. Kibanov, a well-known Russian scientist in the field of management ^[2].

In this model, Figure 2 reveals all the most important actions of the higher personnel management apparatus, which distinguishes it from the first one. At the same time, Kibanov's model is largely focused on the management and control of ordinary employees, and in the same way as in the previous model, the presence of possible crisis situations in the organization is not taken into account.

Figure 2 - A.Ya Kibanova Human Resource Management model

The two models considered do not fully take into account the peculiarities of the development of professional and creative potential of employees, especially taking into account possible crisis situations. But it is precisely the possibility of countering crisis phenomena both within the organization and external to the company of genesis that testifies to the level of professionalism of employees and the ability to be creative in unusual, and possibly extraordinary conditions. In particular, A.Ya Kibanov's model contains two significant points. The first is the construction of a motivational management mechanism, the second is the analysis of the dynamics of personnel development. However, these generalized components of the model require specification, since the development of motivational impact, as well as the development of personnel, may well be implemented within the framework of certain traditional standards that leave no space for real professional and creative implementation.

The main goal in developing a modern management model in the crisis conditions of globalization, digitalization of society and constant competition is to be able to competently select and justify the basic set of management tools that the company can use to overcome crisis situations and comfortable existence in a modern market environment.

Collecting, generalizing and studying the experience of human resource management on the example of organizations, as well as existing scientific theoretical and practical developments in this field, allowed us to create an author's model of human resource management of a commercial organization. Figure 3 shows the most important management tools, the proper application of which can help in solving emerging problems, problems and crisis situations in a constantly changing management process. This model will be most effective for companies that are in unfavorable or particularly competitive business conditions.

Figure 3 - Human resource management model of the organization

 in a crisis situation

The model presented above allows you to clearly see the goals of overcoming the crisis situation in the organization, and also highlights specific stages and indicates the structural unit responsible for this or that action within the plan. The advantage of this management model is the ability to trace the relationship between departments, which in future work will avoid the irrational use of the organization's resources, working time and duplication of responsibilities.

The most important element of this model is the definition of a goal and a set of tasks that will contribute to the development of the organization and overcome problematic moments in the work. It is precisely in specific goals and a clear statement of tasks, as well as in the coordination of the activities of each structural unit, that the basis for a successful exit from any crisis period lies. 

Thus, a significant advantage of this model in comparison with the previous ones is the presence of rational, employee-aware goals and objectives of the activity. This component allows not only to reduce the risks of disorganization in professional activity, but also creates the basis for creativity. If the goals and objectives are blurred, and there is no real interaction between employees or structural divisions of the company, then there is no need to talk about the prospects for improving work efficiency and creativity. 

The degree of realization of the creative and labor potential of the company's employees as the most important factor of its efficiency and competitiveness largely depends on the effectiveness of the management model. It is interesting to use a process approach that allows you to optimize the human resource management system, making it consistent and transparent at all levels. 

The process approach in modern management models allows us to develop the potential of the company's employees, both creative and labor. It makes it possible to purposefully and consistently implement interrelated elements of the HR model, as a result forming a continuous process that consists of concretized managerial functions and technologies, HR methods and tools, on the basis of which it becomes possible to most clearly and concretely orient the work of the modern HRM model to the result. 

To date, the most interesting is the HRM model and the development of the potential of the organization's personnel based on the PDCA cycle. In addition to the elements shown in Figure 4, this model often includes management functions such as monitoring results and corrective actions. In the case of the formation of the labor and creative potential of the company's employees, it is better to start with the process of evaluating it. Using this model, it is possible to formulate and concretize the process of forming the labor and creative potential of employees.

Figure 4 - Human resource management model of an organization based on the PDCA cycle

This model of human resource management provides an opportunity to get answers to questions that are largely related to the functioning of the HR system of the company as a whole.  Also, when developing a management model to increase the potential of the company's employees, specialists often rely on factors such as the organization's management system as a whole, resource allocation, modern HRM technologies, all of which affect the increase of creative and labor potential.

The development of the creative and labor potential of the company's employees is one of the most important elements of building a modern HRM model, directly affecting the competitiveness and efficiency of the organization. Using the methodology of the process approach, it is possible to really increase the transparency of the HR system and influence the manageability of this area. As a result, the company can get an effective model for making managerial decisions in the process of developing the labor and creative potential of employees. 

This model is more focused on the organization of work with personnel. It does not seem to have links with structural elements and processes of organizational activity, but this can be considered as a positive moment. The indisputable advantage of this model is the presence of such a component as setting goals and ways to achieve them, training employees, analyzing deviations and working to eliminate their causes. It is the possibility of "working on mistakes" that means that the learning process is continuous, which means that prerequisites are created for the realization of the professional and creative potential of employees.

Today, most companies need ready-made modern models of human resource management, especially in times of crisis. The lack of a competent management model subsequently leads to the fact that the organization cannot urgently take the necessary actions to get out of problematic situations or crisis, which ultimately guarantees an increase in the risk of repetition of such problems ^[3]. In our opinion, the most attractive is the human resource management model of the organization based on the PDCA cycle, which is due to the need to establish links between the tasks and the result. There is still a gap for initiative and the development of intra-entrepreneurship. The use of such modern models of human resource management will allow companies not only to successfully withstand constantly changing market conditions, but also to predict and even warn them in the future.