each employee not only adheres to the norms and rules of conduct, but also internally
fully accepts the values of the enterprise. That is, within the framework of this
approach, the value-based management is aimed, first of all, at increasing the
"corporate effect" in order to ensure a balanced development of the company.
Motivational-formative approach. The development of this approach began in the
mid-1970s and was initiated by the transformation of the concepts of human resources
management into the concept of human resources management. Under this approach,
issues of significance of values for the development of personnel [17], their role as
independent and important factors of labor activity [18], responsibility of employees
for the ethical environment of the enterprise [19] are investigated.
Proponents of this approach point out that the opportunities for the promotion and
effective use of company personnel based on traditional management models based on
a clear hierarchy and solely on traditional motivation theories have been exhausted.
Neither methods of managing the rules (instructions, tasks), nor the management of
goals or processes based on clear patterns of behavior are no longer able to provide
adequate changes to the business environment personnel management. An important
tool that provides an organic combination of the market potential of an enterprise with
its employees today is value management, the key provisions of which are as follows
[17-19]:
- professional activity and social behavior of individuals are determined by values
that are constructs of a higher order than needs, interests, motives;
- the value approach most fully takes into account changes in the environment of
management and allows to form a powerful motivational basis and to predict the nature
of the actions of employees in certain situations;
- according to individual and general corporate values, each employee evaluates
the real reality; diffusion of value orientations has a manifestation in the low level of
professional identification, organizational attraction and impedes the increase of
innovation, production and social activity;
- the effectiveness of corporate governance to a large extent is determined by a
clear awareness of each employee of the mission of the organization, the meaning of
its activities, directions of strategic development and its own contribution to the overall
performance of the enterprise.
The main tasks of management are: the isolation of strategically significant values
of individual groups of employees; actively cultivating the company's values through
a systematic human resources management policy; gradual change of individual values
that impede effective activity; promotion of behavioral patterns and professional
activity; eliminating information asymmetry regarding the current functioning and
prospects of company development among employees; creation of mechanisms of
value-orientation unity. Thus, in general terms, the essence of this approach can be
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