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- ЖАС ҒАЛЫМДАР ЗЕРТТЕУЛЕРІ ИССЛЕДОВАНИЯ МОЛОДЫХ УЧЕНЫХ RESEARCHES OF THE YOUNG SCIENTISTS
- AREAS OF IMPROVEMENT OF PERSONNEL MANAGEMENT CIVIL SERVICE IN UKRAINE Abstract
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ЖАС ҒАЛЫМДАР ЗЕРТТЕУЛЕРІ ИССЛЕДОВАНИЯ МОЛОДЫХ УЧЕНЫХ RESEARCHES OF THE YOUNG SCIENTISTS ÌÅÌËÅÊÅÒÒІÊ ãîñóäàðñòâåííîå óïðàâëåíèå è ãîñóäàðñòâåííàÿ ñëóæáà
157 – Means of conflict, characterized by the typical applicable third-party resources, methods, techniques, in cooperation with each other; – The nature of the conflict, revealing the most common relationship of competing parties, the rigidity or flexibility their position, the ability to modify the subject matter, the involvement of intermediaries, etc. Practical experience has shown, a variety of subjects as an intermediary, often tend to conflict management, or to the establishment (in some form) of control. In particular, the control as a form of conscious influence on the political conflict involves a three-stage program of action: – The implementation of preventive measures in the form of identifying the main elements in the conflict (the reasons are not always obvious of the disputants, positions, etc.), analysis of the interaction of the parties and event monitoring; – Identification of factors as contributing to raise the intensity of the conflict (conflict-factors) and prevent its escalation, resulting clarified main lines of action of the regulated community; – Prevention of conflicts from stage to stage of the dispute, in which the possibility of violence and political tension, minimizing the extent of social excitement caused by the passage of political conflict in the related fields of political (public) life. The result is a certain limitation of the control subjects, in which the development of conflict transformation to avoid crises and disasters. Development of technologies for management and control that reduce the costs of competition for power and reduce their own losses in this field and become a top priority for anyone in political relations, and even more so for the regime. The development of control and monitor of the conflict is important concept of «extension» (narrowing) of the conflict (which indicates the dynamics of relations between the parties, leading to a change in the composition of the latter, the subject matter of transformation, modification, means and methods of competition in authorities) and «escalation» of the conflict (which characterizes the degree of intensity of the ongoing dispute). With competition growing over the state, accompanied by extreme deterioration of the relations of the contending parties, the growing possibility of a sharp deterioration of the situation and increase the unpredictability of the situation, as well as reduced quality of opportunities to manage it, and even loss of its handling, the conflict reaches its highest point of development – namely, the crisis. Crises is a fraught with the most serious and unpredictable consequences for the parties to the conflict. Often they lead to increased tensions, armed conflicts, provoke new sources of tensions and conflicts. In international relations even regional or national crises can be a source of even larger and more global shocks (eg, the Caribbean crisis in 1962, carrying out anti-terrorist campaign in Chechnya in the late 90’s. Etc.). Should take into account the constant modification of such sources of conflict.For example, under current conditions can be observed the worsening of relations between the industrial and commodity-dependent countries, migration and urbanization in developing regions. At the same time the international scene goes «classic» conflicts between nation-states, giving way to a variety of regional, local, civilizational contradictions. In recent years, a number of Western theorists (J. Burton, C. Lederer, J. Davis, and others) have put forward the theory of «human needs», which stated that the conflicts arise from prejudice or inadequate to meet the needs of expressing the basis of the human personality(1). Proponents of this theory applies to the basic sources of conflict have different values: A. Nadler – identity, economic growth, transcendence (internal self-disclosure), R. Inglehart – safety, social acceptance, moral improvement, etc.(2) The satisfaction of these needs and aspirations can not be the subject of sale, bargaining with the government, which should only modify and improve the political structure to the most complete and adequate response to these universal human needs. Conflicts of any above types, possessing certain properties and characteristics, can play a variety of roles in specific political processes, stimulating competition and cooperation relations, combat and matching, reconciliation and intransigence.(3) The most common (goals) in politics is the management and resolution of conflicts. Used under appropriate policies and control technologies will inevitably rely on the need for removal of all the latent conflicts into the open, to reduce the uncontrolled processes and consequences of this interaction, to reduce the possibility of sudden, landslide shocks, which can not be properly and promptly respond. The basic principles of these strategies are also gradual, intended to exclude hasty measures that the parties are not ready. They must also adhere to a steady decline in opposition parties, expanding
Control and manage technologies of political conflict 158 the system of communication between them. Dahl indicates impending mandatory in resolving conflicts forming institutional arrangements to ensure a process of continuous consultation and negotiation, resource expansion (economic) potential reconciliation, strengthen the awareness of the parties on the plans of their contractors, in addition, he noted the need for personnel able to conduct peaceful dialogue, etc.(5) Another fairly universal requirement of a technology management and resolution of conflicts include pertinent records most fundamental internal and external factors of their origin and occurrence. In particular, experience has shown that factors influencing the forms and methods of the subject of conflict management are: – The degree of openness of the political system (reflecting, for example, the presence or absence of the «safety valve» to help protect the ruling structure of the most aggressive forms of political protest); – The cohesion level of conflicting groups and the intensity of the internal relationships of its members; – Nature of the involvement of broad social layers in the controversial relationship; – The emotional intensity of the political behavior of groups and individuals and their ability to self- limiting their power claims, etc. As for the strategy of conflict resolution, its technology, as a rule, does not mean unilateral and bilateral partners’ actions. This means that the agreement reached as a result of application of the Agreement between the parties is seen by all parties as fair and honest, they voluntarily accept the agreement without outside pressure, the conflict disappears from the «agenda», and between the former parties to the dispute shall be established a positive relationship (C. Mitchell) (7). Resume. Typically, the external conflicts can repay easily enough. However, the root source of conflicting dispositions of the parties, variously included in the political game is only possible by transformations or changing the very organization of power in society, or reforming economic and social (cultural) base of the competing political actors.
ÌÅÌËÅÊÅÒÒІÊ ãîñóäàðñòâåííîå óïðàâëåíèå è ãîñóäàðñòâåííàÿ ñëóæáà
159 V. S. Volik, searcher of Kharkiv Regional Institute of Public Administration of the National Academy of Public Administration under the President of Ukraine 75, pr.Moskovsky, Kharkiv, 61051 (Ukraine) AREAS OF IMPROVEMENT OF PERSONNEL MANAGEMENT CIVIL SERVICE IN UKRAINE Abstract In recent years, developed countries of Europe and the world have begun to implement the competency approach to human resource management in the public service as a way to improve the effectiveness of the executive branch. Indeed, the level of knowledge, skills, and training of civil servants, their capacity for continuous personal and professional growth depends on the effectiveness of the implementation of government decisions in life and social development programs. Keywords: public service, staffing, competence of civil servants, personnel management service. Аңдатпа Соңғы жылдары Еуропа мен әлемнің дамыған елдері атқарушы билік органдары қызметінің нәтижелілігін арттыру жолдарының бірі ретінде мемлекеттік қызметте адам ресурстарын басқаруда құзыреттілік тәсілді енгізуді бастады. Мемлекеттік қызметшілердің білімі, дағдылары мен біліктілігі деңгейіне, олардың үнемі тұлғалық және кәсіби өсуге қабілетіне қарай өмірге мемлекеттік шешімдер мен әлеуметтік даму бағдарламаларын енгізу тиімділігі байланысты болады. Тірек сөздер: мемлекеттік қызмет, кадр саясаты, мемлекеттік қызметшілердің құзыреттілігі, персоналды басқару қызметтері. Аннотация В последние годы развитые страны Европы и мира начали внедрение компетентностного подхода в управление человеческими ресурсами на государственной службе как одного из путей повышения результативности деятельности органов исполнительной власти. Ведь от уровня знаний, умений, квалификации государственных служащих, их способностей к постоянному личностному и профессиональному росту зависит эффективность внедрения в жизнь государственных решений и программ социального развития.
Legislation in the field of public service focuses on the implementation of the competency approach to human resources management authorities. Low efficiency and quality of decision making in the executive branch are the consequences of lack of competence of civil servants. One way to improve the functioning of the executive branch is the formation and development of staff competencies of public service. Legal and organizational aspects of personnel management of public service are considered such renowned scientists in the field of public administration, as Bytyak Yu, A. Voronkova, N. Dragomiretskaya, T. Zhelyuk, I. Koliushko, E. Kurasova, N. Lypovska, V. Martynenko, V. Malinowski, T. Pakhomova, L. Pashko, N. Rashytova, M. Rudakevych, S. Hadzhyradyeva and others. Law of Ukraine from 17.11.11 № 4050-VI “On public service» [2] was adopted to improve the legal regulation of public service in line with European principles of public administration and communication reforms that launched a new state-managerial elite in the country. The main task of reforming the civil service provide uniform standards for recruitment, introducing systematic classification depending on the nature and scope of duties, creating a politically neutral of the civil service, the introduction of a transparent mechanism for the civil service, new approaches to personnel management in organs government, training, pay, disciplinary and material liability civil servant. The legislation introduced competency approach to human resource management of the Civil Service, served to identify new practices of civil service concepts: – profile of professional competence civil service – a comprehensive description of civil service positions containing executable content determination for the post and the list of special knowledge, skills and abilities required public servants to perform duties; – the level of professional competence person – description of a person that is determined by the educational level, experience and level of language expertise and skills. V. S. Volik Аreas of improvement of personnel management civil service in Ukraine
160 Office of the formation and development of competencies of civil servants provide effective interaction between actors (line managers and service personnel) and object (civil servant). Formation competencies of civil servants has positive implications for human resource management in the executive branch: – to develop common standards describe performance that will facilitate the establishment of relationships between government officials of different departments and levels; – to organize an effective selection of civil servants through the selection of candidates for civil service positions in accordance with existing competencies in the candidate’s required for the effective performance of duties and functions; – to assess the competencies of employees and identify them under the required level; – increased efficiency evaluation of civil servants, the accuracy of determining the level of competence of the person if all of its components; – to identify strengths and weaknesses of each civil servant and use this information to identify ways of professional development; – there is a reason for the inclusion of civil servants in the talent pool of the organization and planning of their career; – to study areas of poorly developed competencies already working public servants. For civil servants forming their competency profiles also have a positive impact, because helping the person to understand what the requirements are put forward to him and what qualities he should possess in order to work effectively, the strengths and weaknesses as a professional, and a team member; build intrinsic motivation for self-development, to professional development. Organizational management algorithm competence of civil servants has the sequence: – specialist services staff line managers develop competency profiles for each civil service position within the meaning of the work performed by the post and the list of special knowledge, skills and abilities required public servants to perform duties; – HR professionals develop research methodologies personal, social and psychological competencies of civil servants; – line managers determine the methods and ways of study-level professional, functional and managerial competencies; – line managers and HR professionals conduct evaluation of civil servants (each subject separately) according to its competence profile and determine underdeveloped competence; – based on information underdeveloped competence service personnel offers line managers and civil servants by professional and personal growth. In the administrative-command system of personnel management issues addressed in our country various specialized units which are structurally separated and had different subordination and linear and functional managers, party and public organizations. The basic structural unit of management personnel in the organization are the personnel department, which was in fact no methodology, no information, no coordinating center personnel work. HR departments tend to have low organizational level, while remaining weak in a professional respect. Because of this, they did not perform a number of tasks to manage staff and ensure its normal operation. In the early 90’s. last century reforming the Russian economy has put forward new requirements for the professional and personal qualities of workers. A new milestone in the development of the state, reforms implementation and managerial decisions require public employees to new knowledge and skills. The importance of public service personnel multiplied, it becomes a strategic resource. All this resulted in a change in the status, function and structure of service management. To successfully control the formation and development of competencies of civil servants should be within the overall process of working with staff to identify subjects and objects of this control set between hierarchical and functional relationships, define their tasks and responsibilities. A modern classic HR M. Armstrong, modern personnel office should play the role of interventionists, that observe, analyze and change for the better in the current process of personnel management [1, p. 100
– 101] Today it is impossible to consider HR only in administrative and legal aspects, not only the right to apply statutes, organize contests, prepare orders, and more. Today the role of service personnel is key in conducting civil service reform to enhance its professionalism and efficiency. According to the Law of Ukraine «On Civil Service», in each public authority, the authority of the Autonomous Republic of Crimea or unit formed service personnel [2]. It is a separate subdivision and ensures the implementation of public service leaders in state bodies, bodies of the Autonomous Republic of Crimea or phone his office is responsible for documenting entry into the civil service, its ЖАС ҒАЛЫМДАР ЗЕРТТЕУЛЕРІ ИССЛЕДОВАНИЯ МОЛОДЫХ УЧЕНЫХ RESEARCHES OF THE YOUNG SCIENTISTS ÌÅÌËÅÊÅÒÒІÊ ãîñóäàðñòâåííîå óïðàâëåíèå è ãîñóäàðñòâåííàÿ ñëóæáà
161 transmission and suspension, selection of personnel, planning and organizing events on improving level of competence of civil servants, as well as perform other functions. Unfortunately, to date, fixed ideas legislation to create a powerful service management staff with implementation. Even the structure of the National Agency for Civil Service no service personnel, and is the department of personnel work. The main objectives of the service personnel are: ensuring the implementation of public service leaders in the public authority of its powers, to ensure implementation of the state policy in the civil service HR public authority; selection of personnel public authority, organization of activities to improve the professional competence of staff of the state power, organizational and methodological support personnel management in government agencies, direction, coordination, organizational guidance and supervision of the Human Resources subordinate organizations; documenting entry into the civil service, its passage and termination [3]. Service staff provides analytical and advisory support of the head of the civil service in government agencies on human resource management and makes it relevant proposals to improve the operation of the staff. HR Service Specialists have specific tasks for managing the formation and development of competencies of civil servants: – Provides technical assistance and monitors the development of job descriptions of staff a government agency; – Examines the personal, professional and business qualities of individuals who apply for positions in government agencies, heads of subordinate organizations; – Plans to move to civil servants public authority based on their individual abilities, training and performance, making appropriate proposals public service leaders in government agencies; – Develop requirements for specialty (prepared person specialty) and other requirements for the professional competence of persons who apply for positions of public service groups II, III, IV and V; – Develops and revises as appropriate profiles of professional competence of public service in government agencies; – Examines the needs and making public service leaders in government authority for the organization of training, retraining and advanced training of personnel public authority and its subordinate organizations; – Creates order and organize training, retraining and advanced training of personnel public authority and its subordinate organizations, provides the conclusion of appropriate agreements with educational institutions; – Organizes the work on training personnel agency of the government; – Organizes internal training staff apparatus government agency subordinate to territorial bodies, enterprises, institutions and organizations that are under their control; – Provides counseling staff on professional development. According to the law office staff has a leading role in developing profiles of professional competence of public servants with their line managers. In public administration in developed countries like the USA, Canada, Germany, Great Britain, Austria, the Netherlands, has been used successfully competence approach that enables HR professionals to effectively take away civil servants, identifying complex performance proficiency (competence profiles) for specific labor functions and problem (competences profile). Competence approach to the management personnel of public service can improve the effectiveness of selection and development of personnel. Yes, one of the technologies of this approach – or competence profile profesiograms – describes in detail the requirements for candidates for the position, which greatly facilitates the process of selecting the most suitable person for a specific position of public service. We propose a definition of competency profile public servant – a set of requirements for professional knowledge, skills and psychological personality traits for success in a particular position of public authority under the duties and powers. The purpose of the model depends on the competencies for which tasks and in which situations it will be used (special and general model, a model for line managers). Model competence – a set of knowledge and skills of employees and creates uniform standards of operation, the basis for the evaluation and promotion of employees. жүктеу/скачать 4,71 Mb. Достарыңызбен бөлісу:
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