UDC

316.344.8

Authors

Dregalo Aleksandr Alekseevich
Institute of Economics and Management, Northern (Arctic) Federal University named after M.V. Lomonosov; Arkhangelsk Scientific Centre, Ural Branch of the Russian Academy of Sciences (Arkhangelsk, Russia)
e-mail: dregalo.alex@yandex.ru;
Ulyanovsky Viktor Ivanovich
Institute of Economics and Management, Northern (Arctic) Federal University named after M.V. Lomonosov; Arkhangelsk Scientific Centre, Ural Branch of the Russian Academy of Sciences (Arkhangelsk, Russia)
e-mail: uvi29@mail.ru

Abstract

The article presents the results of the analysis and selection of personnel management strategies in the development of society. The connection between the basic concepts of personnel management and the stages of socioeconomic development is emphasized. Further, the known analogues of personnel management are described, such as the traditional model, human relations, and human resources. This paper outlines the overall trend of the personnel management strategy: reducing value of work as a source of income with growing importance of personal values, viz. enriched job content, individuality, self-government, self-control, ensured fairness and provided conditions for creative work. However, it appears that the current personnel management is far from perfect. In addition, the article dwells on the dichotomy of human resources and human potential, presenting some theoretical approaches to the evaluation of the personnel management model. When developing the ideas of humanistic approach to management, Casse P. noted that seeing personnel as a resource is quite outdated and runs counter to the development of society. Nevertheless, attempts have been made to get a deeper understanding and assess the heuristic potential of the human resource model. Among these attempts we can name the concept suggested by Professor Satish Kumar Kalr (India), who has come to the conclusion that resources is the thing that the company management can manipulate and control as they please. Moreover, the paper presents some arguments for the evolutionary transition from human resource management to a rather promising model of human potential management. However, a question arises whether it is timely and whether it can be adopted in Russia, keeping in mind the multicestoral structure of the country’s economy. We believe that the solution lies in the use of an adequate set of established practice models, such as a complex (cultivated) dynamic model of personnel management. The advantages of this dynamic model can be observed in developing countries that are using a variety of constantly improving forms of personnel management.

Keywords

personnel resources, human resources, human potential, human resource model, social potential, personnel management, human resource potential, staff relations

References

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