5. PERSONALITY IN THE ORGANIZATION

plan

Loyalty and dedication of the organization staff
Value regulation of organization personnel behavior
Organizational requirements for an employee of the organization
Adaptation of employees in organizations
Concept of adaptation
Methods of research adaptation of employees in the organization
Adaptation management
Employee organizational behavior patterns
Personnel Management

Comprehensive goal

Know:

• competences and the main directions of the psychologist's activities in an organization focused on solving problems of an individual psychological nature;

• psychological phenomena associated with individual human behavior and related to his life in the organization;

• criteria for determining organizational and psychological problems and tasks arising from personal and individual psychological characteristics of the organization’s employees.

Be able to :

• diagnose and solve organizational problems and tasks determined by psychological factors;

• conduct research in the field of organizational psychology, formulate realistic and psychologically sound recommendations based on the data obtained;

• find organizational and management decisions in production situations.

Own :

• the main technologies of the work of an organizational psychologist in the field of organizational and psychological diagnostics and intervention;

• modern methods of collecting, processing, analyzing, interpreting organizational and psychological information;

• technologies of professional selection, adaptation, the formation of employee loyalty and other technologies of work with the staff of the organization;

• interactive methods, psychological technologies, focused on personal growth of employees.

Practical organizational psychology is currently paying considerable attention to human behavior as an employee of the organization. Psychologists give answers to questions about the compatibility of employees, their working potential, their attitude to work, and the peculiarities of behavior in various professional situations. At present, HR specialists and managers have certain difficulties in organizing the working behavior of employees, since the opportunities for material incentives are limited and not always effective. It is necessary to pay special attention to certain psychological characteristics of an employee in order to predict how his behavior will conform to organizational standards and objectives. This requires information about the employee, otherwise the managerial impact on him will not be effective. A metaphor can be driving without knowledge of the technical structure of the car. If we do not know how a technical facility is arranged, and in the event of a failure in its work, we invite a specialist, then we cannot consider ourselves competent in managing this facility. Imagine a leader who controls people, but knows nothing about them or, even more dangerous, believes that he knows, but his knowledge has nothing to do with objective reality, but is completely subjective. Will such a manager be able to manage his employees without the help of a qualified specialist? If, however, in our management decisions we do not rely on the knowledge of others, then the effectiveness of decisions made in the conditions of distorted or missing information will be extremely small. If we constantly attract specialists in the field of organizational behavior, the question arises: what can this manager himself, if he needs a mediator in any matter related to a person?

The behavior of people in an organization is due to a system of various factors, both external circumstances and internal, relating to the mental life of a person. Each organization is a unique sociocultural education that lives according to its own internal patterns, unique nowhere. Each organization forms a certain way of thinking and certain ways of behavior of workers. To explain and predict the behavior of people in an organization, knowledge about the typological characteristics of employees is recognized as interesting and important. Knowing what type of employee an employee is, it will be easier for the manager to trace and understand the specifics of his behavior in different situations.

Becoming a member of the organization, the employee immediately finds himself in the circle of new colleagues, with whom he spends most of his working time together. And whether he wants to or not, notices or doesn’t pay attention, but his individual behavior, undergoing significant changes, literally becomes organizational behavior.

One of the important principles of psychology is that each person is individual. Each person has his own values, character and life experience, different abilities to learn and resolve stress, as well as attitudes to different issues, beliefs and motives. However, the behavior of individuals is largely determined by the goals and objectives that the organization sets itself, and the requirements that it makes to the individual. A person who has come to work in an organization assumes a number of restrictions on his behavior, dictated by the regulations, the norms of this organization, the corporate code of conduct.

Yu. D. Krasovsky defines organizational behavior of employees: "organizational behavior" is the behavior of employees involved in certain management processes that have their own cycles, rhythms, pace, relationship structure, organizational framework and requirements for employees. These processes, on the one hand, are directed by the efforts of the heads of all levels of management, and on the other, they are implemented in the behavior of the direct participants, workers of different administrative levels.

The specificity of the organizational behavior of employees manifests itself in a variety of phenomena. Consider some of them in more detail.

Loyalty and dedication of the organization staff

The employee’s positive attitude towards the organization in which he works and the behavior corresponding to this attitude in Russian-language scientific journals are often defined by different terms: loyalty, commitment, loyalty, patriotism. Unity of opinion on this issue has not yet been worked out.

Based on dictionary definitions, the following aspects of the semantic field of the concept of "loyalty" (in relation to the organization) are distinguished:

- benevolence, friendliness, openness of the employee both in relation to the company as a whole and in relation to other employees;

- honesty, integrity;

- loyalty, dedication, commitment;

- observance of rules, laws, refusal of reprehensible and unfriendly actions.

In general, staff loyalty can mean loyalty to employees in their organization. With regard to the organization, one can speak of a loyal, loyal, loyal employee only when he shows (or intends to show) voluntary activity directed at the interests of the organization. In the case of non-doing harm, formal compliance with the rules and regulations, we can speak of a law-abiding, trustworthy, maybe honest, but not loyal employee.

There are many different points of view on organizational loyalty. One of the most common approaches is a security approach. Employees are initially viewed as potentially disloyal, and the main efforts are directed at identifying the prerequisites for disloyal behavior, which means conscious damage to the organization. In this case, the main focus is on identifying employees who are most prone to offenses. Methods for assessing the reliability of personnel are used, including polygraph examinations, analysis of information received from other employees, verification tests, photographs of working hours, room monitoring, etc. In this case, loyalty refers to employee behavior that does not harm the organization. The application of tough organizational measures to employees will not contribute to the growth of corporate culture and voluntary activity of employees in the interests of the organization.

You can pay attention to the concept of "unreliability", where loyalty is already spoken not only from the position of harmlessness, but also from the point of view of obtaining potential benefits. Loyalty is defined as a sense of dedication towards an organization, the ability and willingness to put up with some requirements and deeply accept others.

Factors affecting the emergence of loyalty, according to KV Kharsky:

- attention to the employee as to the person;

- participation in solving his problems;

- previous experience;

- A sense of pride in the place of work.

From the point of view of an employee, he can be considered loyal if he is positive or neutral towards the company. From the point of view of the leader, the dedication of the organization is expressed in the conscientious fulfillment of all assignments and is manifested in the friendly relations that have developed in the collective, in the presence of team spirit. A loyal employee seeks to stay with the company as long as possible, sees its benefits, aligns his efforts with the actions of other people. Loyalty is always based on employee satisfaction with important aspects of activity in a company and it appears when his own life plans coincide with the strategic plans for its development. A loyal employee not only shares the company's values, but also believes that he will be held there as a professional and will have prospects for growth.

The scientific literature has not yet developed an unequivocal understanding of what "organizational loyalty" is.

Social psychologists consider the loyal attitude of the employees to the organization as an attitude (attitude). In this case, it is about the socio-psychological setting. At the same time, "loyal" means "holding within the bounds of legality, correctly and benevolently relating to the organization in which it works." A loyal attitude is interpreted as a person’s motivation to work for the benefit of the organization, to defend its interests in various areas of business.

In determining loyalty, there is a strong mutual commitment between employees and the employer: “employees pay with their loyalty, and management cares about their welfare and meeting their personal needs.” In this context, the concept of intergroup identification is used, when loyalty to one’s group (company) means alienation from other groups.

Exploring the phenomenon of staff loyalty in a conflictological context, a loyal employee is defined as a person who “identifies himself with the organization where he works, associates his successes and failures in all spheres of his life with activities”. Personnel loyalty is understood by researchers as an employee's willingness to meet corporate expectations; form behaviors based on the framework set by the organization or management; resistance to provoking influence from the outside; compliance with previously adopted agreements; internal acceptance of organizational goals and values ​​by the person, non-judgmental and uncritical attitude to the life that goes on in the organization.

The behavioral indicators of loyalty include:

- more time spent on work than formally required;

- responsibility, good faith;

- the work of the employee on the goals of the organization, both in favorable and unfavorable conditions;

- compliance with established norms and formalities;

- focus on interaction with other people for the benefit of the organization;

- constant control of the situation and creative approach to the organization’s activities.

V. Dominiak gives the following definition: staff loyalty is a benevolent, correct, sincere, respectful attitude towards management, employees, other persons, their actions, the company as a whole; conscious employee performance of their work in accordance with the goals and objectives of the company and in the interests of the company, as well as compliance with the norms, rules and obligations, including informal ones, in relation to the company, management, employees and other subjects of interaction.

To private types of loyalty and dedication include:

- organizational commitment - identification of a person with a company, expressed in the desire to work in it and contribute to its success;

- emotional commitment - psychological attachment of an employee to people, place and work;

- commitment to the calculation - attachment to the organization, due to any personal motives of the person.

- commitment to duty - moral obligations to remain in the organization, to carry out their work and achieve their goals.

In organizational psychology, there are two options for answering the question: how is loyalty formed? The first point of view is the behavioral approach, the second is the attitudinal.

The formation of employee loyalty may occur as a result of committing actions that subsequently will not allow him to change the position or line of conduct. The behavioral approach is based on the assumption that the degree of conformity between the behavior of people and their actions depends on three conditions:

- actions must be perceived as the result of free choice;

- they must be committed in public;

- rejection of them should be perceived as fraught with difficulties and losses.

Within the framework of the behavioral approach, loyalty is considered as the degree of the employee's readiness to continue working in the company, the desire to retain membership in the organization, or as approved behavior that goes beyond the formal corporate requirements. Loyalty level is defined as a function of costs and rewards associated with belonging to a particular profession or organization.

Loyalty is the result of a certain "stake" that a person makes when associating "external interests with the corresponding direction of his activity." Loyalty arises when these “extra rates”, such as job-determined skills, age or other factors, are combined and perceived by an employee as accumulated investment in an organization, remuneration or assessed as less costly than a similar job elsewhere. For example, additional pension, well-established business and personal relationships with colleagues, etc. Loyalty can be the result of both accumulation of investments in the organization and reduction of opportunities (unwillingness to change jobs for more profitable, but requiring additional training; desire to stay in the organization because of fear of not finding another job, for example, in connection with reaching the pre-retirement age, etc.) P.).

This approach is compatible with the concept of loyalty, based on the theory of exchange. Loyalty develops as a result of employee satisfaction with remuneration and incentive offers of the organization. These rewards the employee will need to donate if he leaves the company. Thus, a person is forced to be committed to the organization, because the monetary, social, psychological and other costs associated with care are estimated by him as higher than the possible reward in a new place.

The attitudinal approach defines loyalty as an emotional reaction, which includes concern and concern for the company and colleagues, a sense of adherence, interdependence or trust. At the same time, loyalty characterizes the connection between the employee and the organization. So, for example, L. Jewell writes about the dedication of an organization as a variable, reflecting the strength of the connection between a person and the organization in which he works, the relationship that exists in his presentation.

The installation approach assumes that loyalty is formed as a combination of previous work experience, perception of the organization and personal characteristics of a person. The combination of these factors leads to positive feelings towards the company, which are then transformed into loyalty. Some researchers consider loyalty a positive emotional response to an organization, including its goals and values.

There are three components of loyalty:

1) identification - the adoption by the employee of the goals and values ​​of the organization as their own;

2) involvement - psychological immersion or "dissolution" in their work activities;

3) loyalty itself - a feeling of love and affection for the organization.

The degree of loyalty is considered by researchers as a measure of identification of a person with a company, involvement in its activities. It includes:

1) the strength of conviction and acceptance of the goals and values ​​of the company;

2) the degree of readiness to show significant efforts on its behalf;

3) the strength of the desire to maintain belonging to the company.

Within the framework of the loyalty approach, there are also many views on its nature and form. The concept of affective (emotional) loyalty as a form of psychological attachment to the organization, a set of strong positive attitudes towards the organization, deserved the most attention.

The basis of this concept was laid by R. Kanter. She will give the following definition of loyalty: “the willingness of social actors to give energy and be committed to the organization” and “the application of the person’s emotional foundation to the group”. The researcher describes three loyalty tins: continuation, cohesion and control. The first ting connects the cognitive system of a person with social roles, the second - the cathexical (emotional, energetic) with relationships, the third - the estimated one with the norms.

Within the framework of the affective approach, organizational loyalty is considered as well as a sense of pride in the organization and a desire to join it, emotional attachment to the organization, identification and involvement in the organization, degree of psychological attachment to the organization, etc.

The concept of moral (value) loyalty is based on the employee’s deep acceptance of organizational norms, goals, values, mission, and identification of a person with the authority of an organization. Typically, the concept of "moral loyalty" is considered as part of affective loyalty and is defined as the adoption of organizational goals and values.

A number of researchers talk about regulatory loyalty as a person's commitment to remain in the organization. They believe that loyalty is determined by the value of loyalty as such and a duty towards an organization. The employee continues to contribute to the organization, because he believes that he should behave in this way, because it is “right”, and such behavior is expected of him. This form of loyalty, according to the authors, differs from affective one because it reflects the feeling of an obligation to work in an organization, but does not always include emotional affection.

It is obvious that ambiguity in the understanding of the construct “organizational loyalty” has created certain difficulties in developing the concept of loyalty and its interpretation. At present, supporters of the installation concept gradually agree that loyalty is a multidimensional construct. But available research does not allow unambiguously to determine the components of loyalty, to establish the prerequisites and consequences of this occurrence.

The three-component concept that D. Meyer and N. Allen put forward has become the most common: organizational loyalty in it is defined as the psychological connection between the employee and the organization, reducing the likelihood that the employee will voluntarily leave the organization. Within this concept, there are three components of loyalty:

1) affective loyalty: identification and involvement, as well as emotional attachment to the organization (they remain in the company because they want it);

2) continued loyalty: awareness of employees of the costs associated with leaving the organization (they remain in the company because it is profitable);

3) regulatory loyalty: awareness of the obligations towards the organization (in the company they remain because they have a sense of duty to it).

Analysis of various approaches to the study of organizational loyalty allowed us to identify a number of components of this construct:

1. Emotional attitude to the organization. It can be as positive - a sense of loyalty, loyalty, pride, etc. (and in this case corresponds to loyalty) and negative (corresponds to disloyalty).

2. Separation and acceptance of values, goals, norms, rules, procedures, decisions of the organization (based on cognitive mechanisms). Here you can also distinguish two poles, corresponding to loyalty and disloyalty.

3. The intention (willingness) to act in a certain way. The positive pole of this axis most often includes the application of efforts in the interests of the organization (major or additional) and the intention to continue working in the organization.

This structure corresponds to the concept of social and psychological attitudes, including emotional, cognitive and behavioral components. The emotional component includes feelings and emotions experienced by a person in relation to the organization. The cognitive component is the separation and adoption of organizational values, goals, norms, rules, procedures, decisions, etc. The behavioral (intentional) component is the willingness to make efforts in the interests of the organization.

The level of organizational loyalty of an employee can act as an indicator of his satisfaction with organizational culture, management style and other phenomena, so in empirical studies it was found that employees most disloyal to an organization evaluate its organizational culture as hierarchical, while loyal ones believe that their organization has a harmonious mixed type of organizational culture. When choosing the type of organizational culture that is optimal for them, disloyal employees tend to prefer the clan option, while loyal ones usually believe that the existing option will be effective in the future. Such assessments of disloyal employees indicate that their membership in the organization is only of a formal nature; from their point of view, the organization does nothing to become their “second home”, “family”, therefore they do not show loyalty to it.

Value regulation of organization personnel behavior

The core of organizational culture, in the opinion of most researchers, are values, more or less shared by all employees of the organization. Values ​​can be both positive, orienting people to such patterns of behavior that support the achievement of the organization’s strategic goals, as well as negative ones that negatively affect the effectiveness of the organization as a whole. Examples of such values ​​are given in table. 5.1.

Table 5 .1

Examples of positive and negative values

Value orientations are a reflection in the minds of a person of values ​​that are recognized by him as strategic life goals and common ideological orientations. Value orientations, being one of the central personality neoplasms, express the conscious attitude of a person to social reality and in this capacity determine the broad motivation of his behavior and have a significant impact on all aspects of his reality.

R. S. Nemov understands by value orientations that which a person especially appreciates in life, to which he will give a special, positive life meaning. E. S. Volkov defined value orientations as a conscious regulator of a person’s social behavior. They play a motivational role and determine the choice of activities.

Values ​​function as normative and moral standards that determine the behavior of group members. E. Shine differentiates values ​​based on the experience of being in culture and supported values ​​based on ideological positions.

Within the framework of organizational culture, norms can be fixed at two levels: as fixed instructions and standards of behavior, and as strategies and patterns of perception, behavior, and activities adopted and implemented by employees.

O.S. Vikhansky and A.I. Naumov as basic components of organizational culture call the basic assumptions shared and unprovenly accepted by all members of the organization. The second major component are the values ​​that guide the individual in what behavior should be considered acceptable or unacceptable. Thus, in some organizations it is considered that “the client is always right”, therefore it is unacceptable to blame the client for failure in the work of the members of the organization. In others, it may be the opposite. However, in both cases, the accepted value helps an individual to understand how he should act in specific situations.

D. Shermerorn also speaks about the importance of studying the values ​​of workers in the organization. The author writes that values ​​can be defined as stable preferences regarding the relevant course of events or their outcome. Values ​​reflect what is “right” and “wrong” for a person, as well as what “should” be. “Equal rights for all” and “People should be treated with dignity and respect” are examples of values. Values ​​generally affect attitudes and behavior.

M. Rokich developed a well-known list of values, which falls into two groups. Terminal values ​​reflect a person’s preferences for "final" goals to be achieved; It is these goals that people strive to achieve throughout their lives. Instrumental values ​​reflect the "means" to achieve the desired end result. They show how you can achieve your goal, depending on the importance that you impart to instrumental values.

The list of values ​​developed specifically for the organizational situation includes:

- achievements - obtaining results in life at the cost of hard work;

- helping others and caring for them - interest in and assistance to other people;

- honesty - the ability to speak the truth and do what seems right;

- justice - the ability not to stand on any side and to do what will be fair for all interested parties.

It is these four categories of values ​​that play an important role in the workplace.

Values ​​can influence through the congruence (compatibility) of values, which occurs when a person has positive feelings for people with values ​​similar to his own. If values ​​differ, i.e. are not congruent, there may be a conflict about the goals and means of achieving them. Value schemes are used to study the congruence of values ​​of managers and subordinates. The researchers found that subordinates feel more satisfied with their leader if there is a congruence of such values ​​as achievement, help, honesty and justice.

Managers and human resource managers across the United States were asked to identify those work-related values ​​that they consider most important for people in the workplace, both now and in the near future. Nine most popular values ​​were presented:

- recognition of competence and achievements;

- respect and dignity;

- personal choice and freedom;

- involvement in the work;

- pride in their work;

- financial security;

- self-development;

- health;

- well-being.

All the listed values ​​for managers are extremely important, as they demonstrate some of the key demands of the new workforce.

Attitudes are influenced by values ​​and have the same sources as values: friends, parents, role models. Attitudes focus on certain people and objects, while values ​​have a broader meaning and are more stable. “Employees should be allowed to participate in the management of the organization” is a value. The positive or negative feelings experienced about work, due to the fact that workers are allowed to do so, is an attitude.

Some successful organizations have the same cultural characteristics. Organizations with a “strong culture” have a wide and deep value system shared by their employees. Unique shared values ​​can give a sense of inseparable affiliation to the organization, strengthen collective cohesion, guarantee the stability of the social system and reduce the need for formal and bureaucratic control. However, a strong culture can be a double-edged sword. A strong culture and value system can reinforce a unified view of the organization and its environment. If you need to make deep changes, then in such an organization it will be very difficult. General Motors has a strong culture, but faces enormous difficulties in trying to adapt to a dynamic environment that is characterized by very intense competition.

The formation of individual values ​​can be represented as a process of interiorization (appropriation) of social values ​​by an individual. During a person's life, some values ​​are reinforced, others are discarded or modified, and, ultimately, an individual, specific hierarchy of personal values ​​is formed, inherent only to him. Much attention is paid to the values ​​and beliefs of a person in the concept of the logical levels of G. Bateson. As G. Bates noted, there are natural classification hierarchies in the processes of learning, change and communication. The function of each level is to organize information at its lower level. In this case, the rules for changing something at one level differ from the rules for changing at a lower level. Changing something to a lower level may, but will not necessarily, affect higher levels; a change of something at higher levels inevitably affects lower levels designed to promote change at a higher level. R. Dilts extended Russell and Bateson information organization models to the communication processes, building the human subjective world, etc. He presented these processes as a unified field or pyramid of logical (neurological) levels (Fig. 5.1).

Fig. 5.1. The pyramid of logical levels

R. Dilts points to the existence of natural levels of classifications in the structure of our brain, language, and perception systems. He believes that mental strategies are organized at different levels of thinking. At each higher level, relationships between events from the lower level are recorded, and, accordingly, a certain reaction follows. By changing something at the highest level, you will undoubtedly influence the relationships of the lower levels. Changes at lower levels may, but not with such a need, affect the higher levels. R. Dilts has built these levels in the following categories (see Table 5.2):

1st level. The driving forces of the environment determine the external impulses to which a person must respond. Answer the questions: Where? When? (where are you and when does this happen?).

2nd level. Behavior consists of special actions performed in a given environment. Answer the question: What am I doing (doing)? (what are you doing?).

Table 5.2

Logic levels

3rd level. Abilities guide behavior through mental maps and strategies. Answer the question: How? (How and how effectively are you doing something?).

4th level. Beliefs and values ​​provide reinforcement (motivation and resolution), support or reject abilities. Answer the question: Why? (why are we doing something?).

5th level. Personal identity factors determine a common vision or goal and shape beliefs and values. Answer the question Who? (who is acting?).

6th level. Spirituality (the ideal self) is the perception of oneself as part of a much larger system (mission or transmission) (that is beyond our individuality).

R. Dilts believes that at the lower levels we exhibit special types of behavior under the influence of external impulses. These behaviors are like knee-jerk habits or rituals. At the level of ability, we can select, change, and adapt behavior for more general contexts at the level of belief. We can encourage, prohibit or choose new behaviors. Personal identity covers the whole system of belief. At the spiritual level, we perceive ourselves as part of a larger system surrounding us: family, professional community, inhabitants of the planet Earth, the Universe. This level corresponds to our highest mission and purpose.

So, the more abstract and detached from specific behavior and sensory experience each level becomes, the more it affects our behavior.

Each level has its own way of organizing, evaluating, selecting and using information from the level below. They thus form a network of relationships.

With repeated repetition of any action under the pressure of the environment changes the stereotype of human behavior. If this action conflicts with a person’s beliefs and values, to preserve his identity, a person is forced to change his beliefs and values, i.e. bring them in line with the new conditions.

Changes that occur at high levels are a stronger stimulus and almost always cause a whole range of changes at lower levels. Changes that occur at lower levels are not in all cases and do not necessarily cause changes at high levels of the pyramid.

Value orientations serve as reference points for decision making and behavior regulation. The consistency of value orientations is an indicator of the stability of the individual.

In the system of value orientations of each person changes occur, there is a dialectic and development. Value orientations are formed in the assimilation of social experience and are found in the goals, ideals, beliefs, interests, and other manifestations of the individual.

People come to the organization, having in their baggage a system of value ideas. These representations are not passive. On the contrary, they are involved in the interpretation (in terms of true and false) of very many aspects of organizational life. They a priori suggest that certain behaviors and some results are preferable to others. As a result, values ​​can influence not only the behavior of employees, but also the effectiveness of the organization as a whole.

Personnel management of an organization relies on the knowledge of current regulators of its behavior. Activity in any modern organization, undoubtedly, includes a value aspect, i.e. the presence of explicit, and often hidden, expected standards of behavior that workers must follow.

Values ​​are the link between the culture of the community and the spiritual world of man. Moreover, social values ​​act as regulators of behavior and occupy a central place in the aggregate of drivers of the decision-making process, since decision-making in social situations, to a greater or lesser extent, correlates, as a rule, with the dominant value system. That is why to optimize the selection of personnel, it is relevant to identify the organizational values ​​of both individual members of the organization and subjects of joint activities. Such a list of values ​​was created by TS Kabachenko. These include the following.

1. Power (ability to influence other people and / or the course of events).

2. Normative activity.

3. Time (as an indicator of fulfillment of obligations).

4. Achievement of the agreed result (as an indicator of the fulfillment of obligations).

5. Minimization of effort (convenience, comfort).

6. Own principles.

7. "Social person" (self-esteem, "saving face").

8. Support informal group.

9. Evaluation by the formal structures (leadership).

10. Participation in power (involvement in the “inner circle”, informal resource of power).

11. Traditions of the organization, declared principles and values.

12. Own security, stability of the situation (in a broad sense).

13. Security, stability of the situation of the informal community.

14. New horizons, prospects, potential achievements.

15. Stability in the organization.

16. Career.

17. Material interest.

18. Obligations of others.

19. Stability of workload (volume of activity).

20. Stability of the content of activities.

21. The opportunity to get a higher paying job.

The direct connection of values ​​with the actual needs of people drew attention to the problem of values ​​on the part of applied researchers. In particular, she was interested in those researchers who deal with psychological problems of marketing. They tried to link the values ​​of the individual with his life style. This approach allowed them to identify seven hierarchical levels in the value-behavioral sphere.

1. Reactive. The individuals who are at this level are deprived of any value foundations and basically act only on the basis of their physiological needs. For obvious reasons, such individuals are extremely rare in modern organizations.

2. Herd. Individuals standing at this level of development of the value sphere are characterized by high dependence. They strictly follow the masses, are afraid to somehow deviate from the prescribed rules, unquestioningly follow the instructions of those in authority.

3. Egocentric. These individuals preach pronounced individualism. They are aggressive and selfish, second only to the harsh pressure of power.

4. Rigid. Individuals of this value level endure uncertainty, they reject people with systems of values ​​other than theirs, trying to impose their own views on everything.

5. Manipulative. These people are characterized by the desire to achieve their own goals by manipulating others. They are pragmatic and actively seek high standing and recognition.

6. Sociocentric. For individuals who are at a sociocentric level, an orientation toward creating harmonious relationships with others is characteristic. They reject priority over assets and react painfully to any attempts at manipulation and pressure.

7. Existential. These people feel quite comfortable in the face of uncertainty, for example, among people with different values. They are constant opponents and critics of the policy of restrictions, inflexible behavior, status symbols and arbitrariness of the authorities.

Despite the stability and strength, values ​​are subject to change and, therefore, the manager can influence the values ​​of his employees. In addition, new generations can bring new value systems to organizations.

As already mentioned, an important group of human values ​​is associated with his work activity. Among the usual, but often questioned the value of labor, are the following.

1. Work is a male occupation, and a woman’s business is home, family, children.

2. If the work gives economic stability, it should be engaged, even if you do not like it.

3. Money is the main motive of human labor.

Recently, the role of such values ​​as leisure, the meaning of work, self-realization in work and the ability of an employee to determine many aspects of work activity has increased. Studies have shown that the cause of the greatest differences in values ​​is age. The younger generation is more important than their parents and children, gives personal freedom, the rapid achievement of significant results and individualism.

A longitudinal study of the value sphere of young Russian managers during the period of socio-economic changes of 1991–1995. demonstrated a change in both terminal and instrumental values. Three consecutive assessment cuts showed a steady decline in the role of such values ​​"democracy", "social progress and social reforms", "rule of law" and "national security". At the same time, the importance of such behavioral standards as "ambitious", "adaptive", "clever" and "enterprising" has steadily increased.

E. Bern offered a simple and clear way to describe the four basic life positions. In accordance with E. Bern's typology, people can be pleased with themselves and consider themselves successful (with me everything is OK, I am fine) or, conversely, be dissatisfied with myself (I am not fine) and perceive yourself as losers. Similarly, people can relate to others. Various combinations of self-assessments and assessments of those around you make it possible to identify four basic life positions.

1. "I am fine" + "everything is fine."

2. "I am in order" + "everything is not in order."

3. "I am not in the order" + "everything is in order."

4. "I am not in order" + "everything is not in order."

The manager, exercising his managerial influence, takes into account the values ​​of the employee, because otherwise there is no guarantee that the employee will behave in the way necessary for the organization. A situation is possible when an employee owns a profession and this suits the organization, but does not share organizational values. Is it possible to influence the value system of such an employee? There are four ways people try to influence other people's values.

1. Moralization. Something is declared good, something bad. It uses any authority that can be cited in order to back up their words.

2. Personal example. The individual tries to act in accordance with his convictions, hoping that others will learn from his experience and use his example.

3. Non-interference. Employees are allowed to behave as they like, their behavior is not commented on and does not interfere in it.

4 Assistance in clarifying values.

The work of a manager does not take place in a vacuum, but in collaboration with colleagues and subordinates. It is influenced by the values ​​prevailing in the organization, especially the views and personal positions of managers. In connection with the need to follow the style adopted in the organization, individual managers have problems associated with the conflict of organizational and individual values. The correspondence between personal and organizational attitudes can range from support to disagreement.

1. Full support of the system of organizational values. In this situation, all the forces and thoughts of the manager are aimed at strengthening and developing them.

2. Accord with organizational values. The manager understands the ideology that the organization follows, although he does not agree with everything.

3. The ability to put up with organizational values. Despite the serious differences between individual and organizational views, the manager, due to certain circumstances, is forced to put up with the values ​​adopted in the organization.

4. Complete disagreement with organizational views. In this most difficult situation, the manager is required to maintain values ​​that are diametrically opposed to his moral principles and attitudes.

Organizational requirements for an employee of the organization

The organization has a number of requirements for its employees, the conformity assessment to which occurs during the recruitment process, and compliance with these requirements in the immediate professional activity is carried out in the course of personnel assessment and certification.

Evaluation of employees has a long history, and in recent years has become an integral part of the organization's management processes. Personnel assessment is the basis of a variety of staffing activities. At the same time, appraisal practice itself is a complex problem, in the solution of which various specialists, including psychologists, should take part.

Personnel assessment is a procedure for determining the level of development of various employee characteristics that determine the effectiveness of their professional activities.

The objectives of the assessment can be very diverse. The most common are:

1) recruitment (selection, selection and placement of personnel);

2) personnel certification;

3) optimization of loading and moving frames;

4) the organization of material and moral incentives and reasonable sanctions;

5) ensuring the development of a professional during training, retraining and advanced training;

6) the creation of a reserve for the nomination;

7) establishing feedback with the employee on professional and organizational issues;

8) the satisfaction of employee needs in the assessment of their own labor, etc.

When organizing staff assessment, it is necessary to adhere to a number of principles. First of all, it is objectivity, social and legal security, openness, collegiality, humanistic attitude to personnel. Important principles are reliability, reliability, complexity of the assessment procedure.

When developing problems of personnel evaluation, it is necessary to solve two main questions : what to evaluate (meaningful aspect) and how to evaluate (methodical aspect).

The substantive aspect of the evaluation problem requires determining which parameters should be evaluated in order to obtain the most accurate characterization of the worker. All existing directions in solving this problem can be reduced to three main ones:

1) the employee’s work is estimated;

2) the results of his work are evaluated;

3) estimated the identity of the employee.

Evaluation of the employee’s work is made through the assessment of the duration and complexity of labor. To assess the duration of labor, time expenditures for certain types of work for some periods are analyzed, sometimes actual costs are compared with standard ones. This type of assessment requires a lot of preparatory work.

Оценка сложности труда состоит из оценки сложности отдельных видов труда и оценки сложности того набора видов труда, который характеризует должность в целом. Например, сложность выполняемых руководителем работ может оцениваться по ряду факторов:

1) наличие в работе элементов планирования;

2) наличие в работе деятельности по решению проблем и элементов творческой активности;

3) принятие решений как признак работы.

По каждому фактору производится оценка в баллах, высчитывается удельный вес фактора.

Оценка результатов труда работников многих профессий – это оценка качества производимого продукта (например, для рабочего), а для управленческих профессий – это, прежде всего, оценка результатов работы руководимого объекта. Как правило, в основу кладутся текущие экономические показатели, что далеко не полностью характеризует эффективность управленческой деятельности.

Наиболее разработанной в психологии является система оценки личности работника. Теоретическим основанием данного подхода служит предположение о наличии связи между личностными особенностями работника и его профессиональной успешностью.

В основе операции оценивания лежат процессы сравнения и установления отношений между объектами. В нашем случае оценка предполагает сопоставление личностных переменных, образующих своеобразную "идеальную модель" работника, с выраженностью личностных переменных конкретного оцениваемого. Степень их совпадения позволяет установить соответствие работника занимаемой должности.

In turn, the content of the ideal model of the personality of a professional is determined by the position. The key point in the job description and identifying the requirements it places on the employee is the analysis of professional activity.

Traditionally, an employee's assessment is carried out on the basis of creating an ideal personality model as a certain combination of professional-business and personal qualities, the presence of which is considered necessary for the person holding this position. Consider how the development of the substantive aspect of the development takes place on the example of the evaluation of managers and leading specialists. It is this direction in the evaluation of staff is the most popular, popular practice and clearly demonstrating the complexity of the work and the possibilities of the practicing psychologist.

Historically, one of the first lists of qualities of an ideal leader was the description made by F. Taylor: mind, education, special and technical knowledge, physical dexterity or strength, tact, energy, determination, honesty, prudence and common sense, good health. A. Fayol, another founder of the science of management, expanded this list. This approach to describing managers, called "theory of devils," was almost immediately sharply criticized. Instead of the ranked qualities, it is unanimously proposed to use a certain system that characterizes the leader. But signs of the “theory of devils”, one way or another, continue to be present in modern “systems” of traits, factors, evaluation criteria, and new ones are added to the former shortcomings. So, declaring a systematic approach, a number of researchers to identify the personality traits of a manager proceed from the availability of specific methods and use the largest possible set of existing psychological methods (for example, tests of S. Rosenzweig, D. Wechsler, R. Kettel at the same time), which then try to compare complement each other At the same time, given that each of these methods explores one aspect of personality and only in the context of a certain theoretical position of its author, one can say that when they are combined, the same eclectic picture is obtained as when using the list of qualities.

Let's name some typical shortcomings of the existing lists of qualities:

1) the list of required qualities is often incomplete;

2) the same qualities are understood by different people differently;

3) there is no separation of behavioral characteristics and personality;

4) the assessment of personal qualities is often replaced by the assessment of labor or the results of labor;

5) there is no clear distinction between permanent qualities and those that a person has shown in some conditions, for a certain period;

6) the lists of qualities are practically not structured in any way;

7) do not always distinguish between the general qualities necessary for each employee management and the specific qualities inherent in certain categories of workers.

Trying to overcome these shortcomings, researchers have developed a different approach to evaluating workers. They consider the leader as a whole person, as the unity of all qualities interacting with each other, i.e. as a system.

The system and activity approaches are modern and dominant in determining the content of the assessment. In this case, as an ideal model of an employee, they usually use:

- a set of professionally important qualities;

- a set of abilities;

- a set of indicators of professional readiness to work;

- a set of competencies, etc.

In recent years, a new term - competence. A whole competence-based approach to personnel work has emerged. There are several hundreds of studies of competencies in various fields. The success of the new term is due, in our opinion, to the fact that these essentially personal-professional characteristics are indeed special. They reflect the involvement of the personality of a professional