Атты студенттердің IV жоо аралық дәстүрлі ғылыми конференциясының ЕҢбектері
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1. Доступность Гораздо больше мобильных пользователей, чем пользователи ПК заходят в мобильные социальные сети. Теперь это стало тенденцией для пользователей Facebook постоянно обновлять их онлайн статус через свои смартфоны и через другие мобильные устройства. Таким образом, каналы, такие как эти, представят огромные возможности для мобильного маркетолога, чтобы построить свою клиентскую базу данных, а также создать узнаваемость бренда своего продукта. 160
Мобильная сеть в настоящее время легкий путь распространения информации и является доступным для большинства людей, поэтому можно ожидать, что гигантский рост в этой сфере деятельности произойдёт в ближайшие годы. 2. Индивидуальный подход. Лучшим в социальных сетях является то, что он предлагает маркетологам преимущество осуществлять для клиентов индивидуальный подход. Мобильное устройство всегда при маркетологе, поэтому он может эффективно работать через этот канал. Конечно, это также может быть контрпродуктивным, если маркетолог пытается проникнуть в личное пространство человека. 3. Высокая степень публичности При условии, что мобильный маркетолог планирует свою маркетинговую стратегии правильно, он получает огромную огласку без приложения многих усилий. Хорошая реклама быстро распространяется в социальных сетях. Он может использовать это, чтобы создать свой продукт через мобильный маркетинг. Для достижения наилучших результатов, вам придется сначала проанализировать свою аудиторию, определить цель, и чего вы хотите достичь, а затем, наконец, сделать мобильный маркетинговый план. Вы также можете нанять специалистов, чтобы заботиться о ваших маркетинговых потребностях. 4. Направленность на количество Социальная сеть является местом, где присутствует доверие и близость. Если маркетолог может управлять, чтобы завоевать доверие своих последователей, он может сделать большие успехи в своем бизнесе. Таким образом, гарантируя, что маркетинговый план хорош и имеет смысл проделать длинный путь в мобильном маркетинге чтобы построить свою собственную репутацию, и его продукта. Маркетолог может также заниматься некоторыми интересными предложениями, например, предоставление награды за участие в опросе, события или конкуренции. Это принесет вместе сопутствующие выгоды для него. 5. Длительные отношения После того, как фактор доверия был установлен между маркетологов и его клиентом, маркетолог может быть уверен в периодических доходах, долго после окончания его кампания. Люди неизменно распространяют информацию своей семье и друзьям, которые, в свою очередь, также привлеклись к продукту. Пользователи будут еще более склонны говорить о продукте, если они предлагаются больше стимулов для того же, с помощью распределения скидочных купонов, бесплатных продуктов и так далее.
Мобильные маркетологи должны попытаться выяснить новые способы привлечь свою аудиторию по-разному. Необходимо не только чтобы их продукт был полезен, но он также должен быть представлен таким образом, чтобы развлечь больше зрителей. Продукт должен быть пищей для размышлений в некотором роде и также в определенной степени полезным для пользователей социальных сетей. Это будет гарантировать долгосрочное участие пользователей мобильной связи во всех его маркетинговых усилиях.
Мобильный маркетинг с помощью социальных сетей может быть весьма полезным для маркетолога, так как он позволяет лучше нацелиться на клиентскую базу. Маркетолог может их
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очень легко найти и анализировать предпочтения клиентов и поведение с помощью регистрации. Социальные сети также дает ему демографические данные клиентов, когда они находятся в сети. Маркетолог может затем использовать эти данные, чтобы предложить высоко персонализированные услуги своим клиентам. Конечно, вам, как мобильному маркетологу, придется провести детальное исследование потребительского поведения, чтобы понять, особенности вашей аудитории и выяснить, что потенциальные пользователи будут ожидать от вас и вашего продукта. 8. Производительность в реальном времени Мало того, что мобильный маркетинг дает маркетологам точное представление о поведении своих пользователей, он делает это в режиме реального времени. В зависимости от его рентабельности (рентабельность инвестиций), маркетолог может настроить свои будущие маркетинговые кампаний и управлять ими так, чтобы привлечь больше и больше клиентов в Интернете. Мобильная социальная сеть предлагает маркетологам пользу регулирования этого процесса в режиме реального времени, тем самым помогая ему постоянно совершенствовать его стратегии кампании. Это, вероятно, самое большое преимущество мобильного маркетинга с помощью социальных сетей.
Маркетинг: учебник для вузов / Г. Л. Багиев, В. М. Тарасевич, Х. Анн; Под общ. ред. Г. Л. Багиева.-М.: ОАО «Изд-во „Экономика“», 2001. — 703 с.
мире. — М.: Альпина Паблишер, 2012. — 214 с. — ISBN 978-5-9614-2222-1.
http://mmaglobal.com/uploads/MMAMobileMarketing102.pdf
http://wearesocial.sg/blog/2015/01/digital-social-mobile-2015/
330.131 HUMAN RESOURCES PRACTICES IN KAZAKHSTAN Shorayeva Arailym Tlegenkyzy Suleyman Demirel University
Human resources are fairly considered one of the core pillars of any organization, as they conjoin and ensure the successful connection of the company’s other pillars. This is one of the reasons why human practices should be closely followed and maintained. Since all employees have different background, personalities and diverse career goals, it is and always will be essential to make researches in this particular area. Nowadays Kazakhstan, with its stable economic development and growth strategies, features the expansion of both domestic and international companies. That is why the area of the human resources practices needs to be diligently studied and provided with recommendations. Perceived organizational support, which implies an employee’s perception of the adequate level of appreciation of his duties and contributions to the companies, takes a central role in this work. The human resources practices face a number of significant problems such as the lack of academic literature, the often absence of the business culture values in the companies, the strict relationships between a superior and subordinates and others. 162
The author sets two goals: firstly, to study the extent to which human resources practices reflect the staff’s commitment to the companies and their feelings about their roles within these institutions; secondly, to offer own possible decisions to the defined problems. The bachelor thesis’ study was substantiated by reviewing existing literature on this topic as well as carrying out a questionnaire-based survey in the defined number of the Kazakhstan’s enterprises. The author believes this work will be advantageous for the ones who are interested in the problems of the human resources practices in Kazakhstan, and hopes that professionals, employees and students alike will benefit from this bachelor thesis’ outcomes. Therefore, the current situation with human resource practices in Kazakhstan will be improved.
Literature review The academic literature about the human resources practices is plentiful. However, the literature with focus on the Kazakhstan’s business environment is rather lacking. The theories, on which the author bases in the bachelor thesis, originate from the foreign resources. Nevertheless, the author managed to adjust these theories to the study of the Kazakhstan’s companies and successfully utilize them in terms of her bachelor thesis. The work of Carl F. Fey, I.Björkman and A. Pavlovskaya “The effect of human resource management practices on firm performance in Russia” (2013) comprises one of the key models necessary for the bachelor thesis. While the authors conducted the study, which aim was to create and test a model that was designed to contain the human resources outcomes (such as motivation, retention and development) as mediating variables between HRM practices and company performance, they also included intervening variables between HRM practices and company performance, as well as examined the relationship between HRM practices for managers and non-managerial staff alike. Their work revealed that a positive impact on HR outcomes for managers possess non - technical training and high salaries, whilst job security is the most important component of HR outcomes for non - managerial staff. Moreover, the results show a positive correlation between promotions based on merit and company performance for managers and job security and performance for non-managers. “HRM practices and knowledge sharing: an empirical study” (2011) written by Chee-Yang Fong, Keng-Boon Ooi, Boon-In Tan, Voon-Hsien Lee and Alain Yee-Loong Chong suggests the study that investigates whether knowledge sharing by the managers of firms in developing countries (by the example of Malaysia) is enhanced by the deployment of appropriate HRM practices. The study intends to show how important it is to choose the appropriate HRM practices that facilitate knowledge sharing among employees in a particular organization. The empirical findings show that HRM practices are positively associated with knowledge sharing. The outcomes provide evidence showing that training, development, selection, performance, appraisal etc. positively influence managers’ knowledge sharing. Training and development, recruitment and selection are perceived to be the dominant HRM practices and both are significantly related to the knowledge sharing of managers. The said works serve as the basis for this study, as they reflect the theories and models that are indispensable for the bachelor thesis. The author actively utilizes them in order to better comprehend the problem of the human resources practices and be able to conduct a reliable study and compose a trustworthy work. Methodology
In order to comprehend the connection between the human resources practices in Kazakhstan and the employees’ organizational commitment, the study utilizes a research method. Besides scrutinizing a number of the related academic literature, the author implements one of the most popular and proved ways of the quantitative types of research - the questionnaire survey, so the reliable information can be collected. 163
The questionnaire was specifically designed for this study and has been sent to the Kazakhstan’s companies by email. The questionnaire contends questions about the respondent’s feelings in regards to his or her loyalty, trust, role, commitment to the company. The survey’s targets are to get firsthand information and enable the author to analyze the findings, thus, make it possible for her to present her suggestions for the problems’ improvement. As a data analysis method, the author utilizes the features of the spreadsheet. For presenting the survey’s outcomes, the spreadsheet’s ability to convert the figures into the graphs and other graphic representations is applied. Thanks to that, the survey’s results are easy to study and comprehend. The study had its limitations of the research such as the rather low response rate, the limited amount of information was asked and no options for the respondents’ explanations were provided, and the impossibility to detect how candid and attentive the respondents were. However, the survey’s findings are believed to be useful for this bachelor thesis.
Expected results Clearly, this study is anticipated to bring a number of the results, which will prove the work’s relevance and importance. One of the expected outcomes is finding the positive correlation between the human resources practices and the employees’ organizational commitment in the Kazakhstan’s businesses. As foreign surveys illustrate, there is a positive connection. However, since Kazakhstan’s business environment features its specific values, culture and traits, the results might deviate from the expected ones. Another expected outcome are the suggestions, which are elaborated by the author, for the development and improvement of the problematic areas defined by the study. The suggestions should be constructive, relevant and feasible, and solve the issue. The author expects that the correct implementation of the offered ideas might positively affect the human resource practices in the Kazakhstan’s enterprises. With the thorough analysis of the existing academic literature on the issue, the adequate structuring and diligent writing the bachelor thesis, the successful implementation of the survey and painstaking data analysis as well as presenting a list of the relevant and feasible suggestions for the problem’s improvement, the author believes her bachelor thesis to be beneficial in many ways.
Carl F. Fey , Ingmar Björkman & Antonina Pavlovskaya. Published Online: 18 Feb 2011. “The Effect Of Human Resource Management Practices On Firm Performance In Russia”
Sharing: An Empirical Study”
By Michel E. Domsch And Tatjana Lidokhover Helmut-Schmidt-University, Germany “Human Resource Management In Russia”
Kogan Page Publishers, 2006 “A Handbook Of Human Resource Management Practice”
“Impact Of Human Resources Practices On Job Satisfaction: Evidence From Manufacturing Firms In Bangladesh”
Practices And Organizational Commitment And Intention To Leave: The Mediating Role Of Perceived Organizational Support And Psychological Contracts” 164
Thesis Coach: Dr. Michaéla Schippers Co-Reader: Dr. Peter Van Baalen. September, 2011 “ Employee Empowerment And Its Relation To Affective Commitment”
Columbia “Human Resource Management Practices And Organizational Life Cycles”
Paul James Davis And Xeniya Pavlova Kimep University, Almaty, Republic Of Kazakhstan “How Strategic Is Human Resource Management In Kazakhstan? A Survey Of How Companies Manage Talented Employees”
УДК 658.3.014+331.3 IMROVING THE EFFICIENCY OF THE COMPETETIVE RECTUIRMENT IN HUMAN RESOURCE MANAGEMENT Istayeva Bibigul Tyulyugunovna Suleyman Demirel University I consider topic of improving the efficiency in recruitment process in Human Resource Management, including rating candidates for the vacant position, which, along with interviewing, questionnaires and logistic tests. Keywords: organization, recruitment process, selection, hiring, candidates, human resource management, interviewing.
Nowadays because of globalization, technological development, entering into the international market organizations must be better, faster, and stronger and be able to compete with others organizations. All this aspects requires organizations to improve production, product competitiveness through the efficient forms of management and modern methods of recruitment, selection and hiring process. In 1960s selection, recruitment and hiring process focused only on the current needs of the organization. Employer can hire employees at any time, without any long term specialized trainings, because of excess labor market. According excess labor market, employer has ability to fire staff without any difficulties. First of all, today it is necessary to establish parameters characterizing qualified employees, through test that will show employees quality of knowledge and skills. In these circumstances, it is necessary to find out the causes and identify possible ways and measures to respond to the crisis at work, in particular concerning the issues of selection, recruitment, evaluation and hiring. Thus, the theme of improving recruitment, evaluation and selection staff is currently very topical. In addition, this topic is relevant and interesting by the fact that the selection process, adaptation and motivation mechanisms become one of the most important factors determining the survival and economic situation of an organization. The theme of improving recruitment, assessment, selection, reception staff is sufficiently developed both in foreign and in domestic literature. There are many concepts and developed techniques 165
about selection, recruitment and hiring process, a lot of different ideas and theories, sometimes even contradictory. The most famous foreign founders of theories are A. Maslow, F.Gertsberg, H. Fayol, D. McGregor and U.G.Ouchi e t. c. Goal of this diploma is - define key aspects of recruitment process, research the system of recruitment process and formulating recommendations for improving the system in National Service Company. To achieve this goal in the work necessary to achieve the following objectives:
and recruitment process;
Analyze recruitment processes in NSC Branch
According the results of recruiting process in NSC Branch suggest ideas for improvement. During writing this diploma was used publications, personal observations and conclusions, which will get during the practice in NSC Branch During writing this diploma I used findings of foreign authors about recruitment and hiring process, research reports, and web pages. While writing a research was used different research methods: analysis of the literature, participation in interviewing candidates, prepares irregular questions for candidates. The work consists of an introduction, three chapters, conclusions and references. The first chapter gives the understanding about Human Resource at all, recruiting and hiring process, theoretical concepts of personnel policy, personnel selection, their professional adaptation and motivation. The second chapter is about National Service Company in West Kazakhstan, history of an organization, how they manage and make selection process. In the third section, on the basis of the analysis practical recommendations for improving the system of selection of NSC Branch. Working process is the complex decision of actions that should be controlled and where employees should participate for achieving company’s goals. For achieving desirable goal of an organization, company must have cohesive, strongly motivated, qualified and hard-working staff. To have all this conditions employees of Human Resource Department should clearly understand what exactly there are looking for and hire right person for a right job. To implement a successful business strategy to face with any challenges, large or small organizations, must be sure that they have the right people on the right position to achieve organizational goals. HR are the most significant and unique assets of an organization. The most important aspect for managers to understand diversity of human resource aspects and actions in the organization. Outlines and different functions of Human Resource Management very important part. It defines the different HR processes that are concerned with attracting, managing, motivating and directing workers for the profit of the organization. Human Resource Management is the policies and practices one needs to carry out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising. ¹
The most important question is “Why is Human Resource Management important to all managers?” Studying concepts and techniques of Human Resource Management help to avoid mistakes, such as:
Experience high turnover
Have your people not doing their best
Waste time with useless interviews
Have your company take to court because of discriminatory actions
Have your company cited under federal occupational safety laws for unsafe practices 166
Have some employees think their salaries are unfair and inequitable relative to others in the organization
Allow a lack of training to undermine your department's effectiveness
Commit any unfair labor practices ² Some managers can do everything- work in a right direction, reach desirable goals of an organization, define clear organizational charts, control all occurring situations, but fail by hiring wrong person or not motivating employees, which will become a big problem in the future for the company. Recruitment is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, to apply for jobs with an organization. ³ The recruitment process starts when you know that you need to hire new staff, because of leaving the existing staff, or because looking for a new employee for new positions. The hiring process is the procedure of looking into applications, selecting the right candidate to meeting, testing applicants and then chooses the best one. In order to increase the efficiency of hiring process and be sure that hired right person, managers should follow few steps:
Step 1: Identify Vacancy and Evaluate Need
Step 2: Develop Position Description
Step 3: Develop Recruitment Plan
Step 4: Select Search Committee
Step 5: Post Position and Implement Recruitment Plan
Step 6: Review Applicants and Develop Short List
Step 7: Conduct Interviews
Step 8: Select Hire
Step 9: Finalize Recruitment
⁴
It can be said that the hiring process is influence on organization success, because employees is the most important assets of an organization. Any good hiring process begins with a strategy. It is not free to hire new employees; first of all it takes time and resources.
Organizations must recruit the best people to be able to compete in a global market place. To be such kind of organization, recruitment process becomes a key component of their overall business strategy.
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