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the Human capital of workers of the enterprise of sphere of services

are investments in mental abilities and professional skills of workers through their training, retraining and improvement of professional skill, costs for which reception, in due course make notable profit for the cumulative worker.
Both the businessman, and workers can lose much if not will produce new system of mutual relations. Human relations are methods of interaction of people among themselves on small enterprises in sphere of services. From this point of view human relations are defined by culture of the organisation of the enterprise. The American sociologist E.Mejo who has created «school of human relations», has come to the interesting conclusions characterising dependence of labour efficiency from relations between members of collective. Dialogue - information interchange between people. Talking and listening one another, the chief and hired workers not only are divided by the important information connected with their work, but also build interpersonal schemes of interaction. Effective business communication should be accurate and free from insidiousness and ambitions. At the same time it means politeness and mutual respect which help communicative communications to remain opened and effective. The term "communications" occurs from a Latin word communicatio - «I do the general», I "communicate" (117) - Till now there is no universal definition of this term. So, F. Dance and S Larsen have counted more than 126 definitions of communications. In their opinion, all definitions consider communications as «interaction process» or «all processes by means of which people influence against each other». In one research (80. With. 271) 90 % of people which are happy with dialogue between them are said, that and their heads, are quite satisfied by the work. But other party in the course of service rendering is very important — style of dialogue with the client is defined by hired workers. The moments of dialogue with them staff become the major source of impressions about activity of the enterprise for clients. Mutual relations of the enterprise with consumers — the key moments of process of production and consumption of services of which there is a culture of service. The culture of service is, first of all high personal culture of workers of service, it is comprehensive care of the client. As indicates B.Karloff (59), in sphere of service the competitiveness is limited to frameworks of the organisation of a choice quality of service of the population. In sphere of services, speaking about quality of service and service, mean culture of service and satisfaction of the client. Service cannot be high-quality if not the corresponding degree of service of the consumer is supplied. Dialogue with clients can accept various forms - from the short meeting designating the general directions of work, before long service. In activity of the enterprises of service, for example, hairdresser's showrooms between the client and the master there is a direct personal contact. The client visually observes of granting of services. On the basis of behaviour of employees the client can draw conclusions on quality of services. The greatest hostility in clients is caused not by slovenly clothes or smoking, and that constantly interrupt them, set inappropriate questions and speak a lie (the Appendix 4). Such dialogue requires qualitative preparation of staff, acquisition by employees of the enterprise of service of interpersonal communicative abilities that will promote increase of probability of positive result.
Hence, as the third condition of formation of the human factor the condition of development of communicative skills of workers acts. So, we consider, that activity of the enterprises in sphere of services will be carried out more effectively from items of influence of the human factor if following conditions are generated: • management of human resources of the enterprise (philosophy of the company concerning employees); • Investment in «the human capital» staff (training, retraining and improvement of professional skill of shots); • Development of communicative abilities of staff (culture of the enterprise - mutual relations of workers with clients and a psychological climate in collective). Drawing 2.2.1 shows, that the most perspective area of formation of the human factor is the area of use of all three conditions. Fig. 2.2.1. Conditions of formation of the human factor The resulted conditions of formation of the human factor can be divided into conditions of formation of the cumulative worker of the enterprise before arrival on the enterprise and formation conditions at the enterprise in the course of joint activity. The detailed scheme of conditions of formation of the human factor in the form of the cumulative worker of the enterprise is presented in drawing 2.2.2. The given scheme allows to evaluate degree of use of potential possibilities both separately taken worker, and the cumulative worker of the enterprise, supplying on practice the account of influence of the human factor on efficiency of the enterprises of sphere of services. Fig. 2.2.2. Conditions of formation of the human factor in the form of the cumulative worker of the enterprise Acting for work, the person actively joins in system of professional and socially-psychological relations of the concrete enterprise of sphere of services, acquires social roles new to it, norms, co-ordinates the activity with the purposes and enterprise problems, thereby, subordinating the behaviour to office instructions of the given enterprise. However at receipt for work the person has already definite purposes and valuable orientations of behaviour according to which forms the requests to the enterprise, and it proceeding, from the purposes and problems, makes the demands to the worker. In the course of labour activity not the last place takes personal potential of the worker. It is set of lines and qualities of the worker which form certain type of behaviour - a self-trust, Sociability, ability to self-affirmation, steadiness, objectivity etc. Along with the transferred characteristics the important place take knowledge, abilities, skills, formation and experience. Professional training of workers is carried out in the system allowing to the expert first of all to acquire knowledge, necessary for forthcoming fulfilment of services. The acquired knowledge is used for ability formation. Ability is considered as process of the effective organisation of time communications on a basis before the received knowledge. Abilities acquired by the person not only define quality of its labour activity, enrich experience, but also become qualities of the person, skill (14). Abilities differ from knowledge that are always connected with practice. Professional ability in the course of the formation passes a number of the stages presented in table 2.1.1 (91). Table 2.1,1 Stages of formation of abilities Stages the Contents of psychological structure of stages 1. Initial ability Comprehension of the purpose of action and search of methods of its fulfilment leaning against earlier acquired (usually household) knowledge and skills. Activity by a trial and error method. 2. Insufficiently skilful activity Availability of knowledge of methods of fulfilment of action and use before the acquired, nonspecific skills for the given activity. 3. Separate general abilities a Number advanced, but the narrow abilities necessary in various kinds of activity (organising abilities) 4. Advanced ability Creative use of knowledge and skills of the given activity with comprehension not only the purposes, but also motives of a choice, a method of achievement of the purpose 5. Skill Creative use of various abilities. Professional abilities acquired by the person not only define quality of its labour activity, enrich experience, but also become qualities of the person, skill. Fastening of abilities in skill - the difficult process requiring time and conditions. Skill is fixed Exercise ability kvalifitsirovanno to execute certain professional action in the established time unit. It is a lot of skills and they are so diverse, that any of existing classifications cannot capture them. Skills distinguish: on generality degree - related abilities pass in skills earlier, than kept away; on durability — the skill is more strongly acquired, the the movements similar to it are easier perceived, and it is more difficult - kept away; on complexity - the bolshy the complex razdrazhitelej participates in skill formation, the it is more difficult. However complexity needs to be considered not as the sum of simple skills, and as independently organised system having this property in the basis. The is professional-industrial skills acquired in the course of labour activity, are formed stage by stage. Methods of work which the executor has selected for object in view achievement concern them. Arising as the result of synthesis of many knowledge and abilities, such skill is formed gradually. In system of selection of staff of the enterprises of sphere of services the important role is played by the business estimation of the human factor establishing conformity of qualitative characteristics of staff to requests of a job and a post. The estimation helps to define the workers requiring the big preparation, and results of personnel retraining programmes. It promotes an establishment and strengthening of business relations between subordinates and chiefs through discussion of results of an estimation, and also induces chiefs to render the necessary help as in the course of work all workers of the enterprise of sphere of services should be used with the greatest efficiency (with allowance for specialities, trades, formations, personal qualities and abilities to work). At the present stage efficiency of activity of the enterprise of sphere of services depends on satisfaction the client rendered services. Therefore, the allocated conditions of formation of the human factor are focused on professional and qualitative servicing, that so it is necessary for increase of competitiveness and effective activity of small enterprises in sphere of services. For realisation of conditions of formation of the human factor actions which have been introduced on consumer services small enterprises in Magnitogorsk are offered and have led to growth of efficiency of activity of the given enterprises, on an example of hairdresser's showrooms. The developed actions for realisation of each condition of formation of the human factor have been introduced separately into activity of hairdresser's showrooms "Фигаро", «For you» and "Lorien" as it was necessary to confirm, that each separate condition has the importance in increase of efficiency of activity of small enterprises. In hairdresser's showroom "Aphrodite" actions for realisation of conditions of formation of the human factor in a complex were realised. In fifth showroom "Ooze" activity was conducted in a usual mode, but was guided by quality of rendered services and culture of service. In hairdresser's showroom "Фигаро" the actions supplying efficient control by human resources have been introduced. The given condition is connected with the personal factor of the chief. The problem of a management of a small enterprise is actual especially today, in the conditions of occurrence of the new competing companies. Successful professional work of the businessman of a small-scale business is considered concerning it to requirements of the client, the enterprise purposes, and also installations and motivation of staff. We consider, that the chief should use the best efforts, that its workers achieved high results. After all the enterprise future also depends on their great skill. As a rule, the businessman remains in a shade as consumers communicate with professionals of the business. And in much their professionalism depends on the chief. For a successful management of a small enterprise of sphere of personal services "Figaro" it was necessary to create collective of the workers high-efficiency and loving the business, betrayed to the business, working with enthusiasm. Therefore in showroom "Фигаро" creation of such climate in which employees can express openly opinion to which the chief will listen became the primary goal of the chief. Such approach can achieve, when there is a command in which each worker feels sopredprinimatelem. In the course of creation of such climate leant against the important principles developed by Jim Collins (61): * The management is carried out by means of questions, instead of answers;? Errors are discussed, instead of workers are accused; • At failures the chief «looks in a mirror, and at udachah in a window». Therefore the created command of the enterprise gathered for general meetings For discussion of pressing questions. For example, on the basis of the conducted marketing researches, became obvious, that the market share of hairdresser's showroom "Фигаро" in percentage to the general market capacity can become more low in connection with occurrence of new showrooms in Ordzhonikidzevsky area of Magnitogorsk. There was a question: «How to involve and keep consumers?» It has been decided, that the works manager should not go with the ready answer to the workers. For this purpose questions which have led to debate have been developed previously, after all in discussions new ideas are born. For example, as a result «brain storm» employees the decision to expand range of offered services (to enter novoju service - piercing) for the purpose of attraction of new clients from the youth environment was accepted. As a result the young men happy with rendering of new service, began to use and services of hairdressers of the same showroom. Also the offer on introduction of absolutely new kind of production «Vivasan» which was not used in competing showrooms has appeared one of successful. The recognition of members of collective full participants of development of the enterprise puts in the forefront, along with their vital needs, also requirements for creative activity, sharing in management. Command creation is one of the management main tasks human resources. Work in a command requires of all participants of ability to subordinate and co-ordinate the personal purposes with collective and availability of the chief supplying interests, loyalty and active sharing of all members of a command in creative activity. From these items the human factor is characterised by indicators of the relation to work, initiatives, enterprise, values, methods of behaviour in various situations. Having taken for a basis comparison of expenses and results, has been decided to introduce the following program of increase of interest - to induce workers to organise at the enterprise of team of quality and to give the chance to them to be convinced that there is a direct connection between their efforts and work of the chief under the control over quality. During reorganisation commands managed to increase by 10 % quantity of the served clients. Some defects peculiar to teams were showed also — there were the conflicts connected with a double subordination. They have been neutralised after training realisation on psychological arrangements in a command; workers had to be detained for joint discussions of arising problems, but atmosphere on jobs has improved. In each command the instructor — the skilled worker who became a conductor between operating and staff has been chosen. He/she is the master who has a profound knowledge of business and it enjoys authority among colleagues, some kind of realisation of patronage of younger employees. Introduction of the program of preceptorship has appeared effective: the managing director began to spend own time for each worker less, and "instructors" have received additional 5 % for payment work. Effective there was a command division - distribution of staff in the teams acting on a time basis, urged to solve the general problems of the enterprise. Teams give to the enterprise the big flexibility and ability to react to changes. They stimulate workers to creative activity, develop strategic thinking, facilitate coordination of various functions. The conducted work on creation of such atmosphere has allowed workers to feel communication between the daily work and an enterprise place in the market of services. As a result of the introduced actions it was possible to connect a management with such actions as prompting serving to work better, than it is provided, to create structure in which problems and functions of workers have been accurately outlined, to establish direct tie between compensation and purpose achievement, and also to generate desire of workers to incur the affairs, not bringing it of certain benefit, inspiring to them reliance, that they are capable to realise plans. In a management it is possible to name such approach reformative, and at it necessarily there are such lines, as charisma, an individual approach and intellectual stimulation. After work realisation workers are convinced of showroom "Фигаро", that they are of value for the enterprise, introduce the investment in achievement of the purposes, and also feel, that to a management their requirements and a problem are not indifferent.
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A source: Demchuk Olga Nikolaevna. The impact of the human factor on the performance of enterprises in the service sector. Dis. Cand. econ of science. 2004

More on topic the Human capital of workers of the enterprise of sphere of services:

  1. 2.1. Essence of the human factor and the form of its existence as cumulative worker of the enterprise of sphere of services
  2. the Human capital of the enterprise
  3. Organizational culture of the enterprise of sphere of services
  4. 3.2. Competitiveness of the businessman as a part of the cumulative worker of the enterprise of sphere of services
  5. 3.1. An estimation of influence of the human factor on efficiency of activity of the enterprises of sphere of services
  6. the Chapter II ECONOMIC CONTENTS of the HUMAN FACTOR And the CONDITION of ITS FORMATION In SPHERE of SERVICES
  7. the chapter III HUMAN FACTOR AS the BASIS of EFFECTIVE ACTIVITY of the ENTERPRISES of SPHERE of SERVICES
  8. Demchuk Olga Nikolaevna Vlijanie. of the human factor on efficiency of activity of the enterprises of sphere of services. Dis. kand. ekon. Sciences, 2004
  9. 3. Social security of workers of the enterprise.
  10. the Investment in «the human capital» staff
  11. 1.1. The human capital as object of investments
  12. 5.3. Proportions of formation of specific assets and the capital agricultural the enterprise
  13. the Human factor in service sphere
  14. 1.1. Sphere of services in postindustrialeconomy of Russia