creative approach, enterprise flexibility. Recent places: the image of the enterprise, the
presence of feedback, digitalization.
Table 6 Ranking of internal factors of competitiveness of enterprises of restaurant
economy, which provide catering services
Factors
Ranking
2012
2016
The clarity of the definition of the boundaries of the project
5
5
Exact time planning
6
6
Compliance with quality standards
3
4
Targeting achievement
1
7
Employee interest and creative approach
2
2
Ethics of enterprise and entrepreneurial activity
8
8
The image of the enterprise
7
9
The presence of feedback
10
10
Flexibility of the enterprise
9
3
Customer orientation
4
1
Digitalization
11
11
That is, the analysis of the impact of both external and internal factors on the
competitiveness of restaurants in catering services has shown in both cases a reduction
in the competitiveness factor of restaurant enterprises, which necessitates the
development of an effective method of ensuring competitiveness.
In our opinion, an important component of the growth of the competitiveness of
the enterprise is the improvement of the skills of the managerial staff.
In today's conditions, the requirements for personnel management are sharply
increasing. This is due to the fact that the role of the employee, who turns from a
passive performer to an active participant in production, changes in the role of the
employee, he may wish to participate in the management, decision making, not only
tactical, but also perspective value. Human factor becomes the main factor of
production, and the cost of personnel, its development are considered as the priority
investments of entrepreneurs [Danylyshyn ta Kucenko, 2004, s.28-34].
The interdependence of strategic priorities in personnel management and the
content of personnel management is depicted in Fig. 13.
Theoretical and methodological and economical-organizational aspects of
personnel management are considered in the works of domestic and foreign scientists
such as: O. Amosov, M. Armstrong, T. Bazarov, D. Bohin, O. Vihansky, V.
Gerasimchuk, V. Grinova, O. Egorshina, G. Emerson, J. Ivantsevich, O. Kibanova, A.
Kolot, S. Oborskaya, Yu. Odegova, N. Pavlovskaya, I. L. Petrova, V. Ponomarenko,
F. Taylor, V. Travina, A. Fayola, Yu. Tsipkin, Z. Shershnyova, G. Shchokin, etc., but
many issues remain relevant for studying and in our time. Among them, the following
can be defined: determining the dependence of the strategy and policy of personnel
management on the general strategy of the organization's development. Formation of
socially-directed management in Ukraine at enterprises of various industries and forms
of ownership requires further research of this complex multifaceted problem both in
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