Problems of human resource development in the public service
https://doi.org/10.20914/2310-1202-2022-3-256-261
Abstract
The article considers and clarifies the concept of personnel potential, including the personnel potential of the civil service. A study was made of the main aspects of managing the development of human resources in the public service, for which the competence-based approach is applicable. The personnel potential cannot be viewed as a value that is equal in total to the human potentials of the entire population of employees due to the dynamism of the characteristics of individual performers, the replaceability of part of the members of the workforce, active interaction between them, the exchange of knowledge and the emergence of a synergistic effect in the system. In personnel planning of state bodies, organizations and institutions, it is necessary to take into account the features that fundamentally distinguish the civil service from other types of labor professional activity, as well as some types of public service from others. In the practical activities of public authorities, the issue of the need to create models of professional skills is acute, since they are the basis of the information system for personnel management based on a competency-based approach. The list of competencies is open, so competent and promising employees use it to the full to determine the vector of further professional development and career building. Thus, in modern conditions, the competence-based approach ensures the formation of the personnel potential of the civil service, and the undeniably important point is that this type of potential is of a pronounced dynamic nature, since it needs to constantly develop.
About the Authors
A. B. Vlasov
Air Force Academy named after Professor N.E. Zhukovsky and Yu.A. Gagarin
Russian Federation
Russian Federation
Cand. Sci. (Geogr.), associate professor, management of the daily activities of units Department, Starykh Bolshevikov str., 52 Voronezh, 394000, Russia
K. I. Kremer
Air Force Academy named after Professor N.E. Zhukovsky and Yu.A. Gagarin
Cand. Sci. (Engin.), associate professor, management of the daily activities of units department, Starykh Bolshevikov str., 52 Voronezh, 394000, Russia
References
1. Vasilyeva E.V. Competence-based approach in public service: what knowledge and skills do civil servants choose? Issues of state and municipal management. 2018. no. 4. pp. 120–144. (in Russian).
2. Zimnyaya I.A. Key competencies as a result-targeted basis of a competency-based approach in education. M., 2004. 38 p. (in Russian).
3. Zotov V.V. Competences and professionally important qualities: correlation of concepts and the field of applicability in education, professional sphere and public service. Bulletin of the Tambov University. Series: Social Sciences. 2017. vol. 3. no. 2 (10). pp. 28–33. (in Russian).
4. Zudenkova S.A. Personnel policy of the state body: approaches to the formation. Bulletin of the State University of Management. 2018. no. 9. pp. 17–21. (in Russian).
5. Kogteva A.N., Gerasimova N.A., Shevtsova N.M. Foreign experience in forming the capitalization of human resources as a basis for sustainable development of the economy. Financial business. 2021. no. 5 (215). pp. 244–248. (in Russian).
6. Methodological toolkit for establishing qualification requirements for filling positions in the civil service Version 3.2 (approved by the Ministry of Labor and Social Protection of the Russian Federation on January 31, 2018). Information and Legal Portal of the Legal Reference System "Garant". Available at: https://www.garant.ru/products-/ipo/prime/doc/71755218/
7. Sabetova T.V. Implementation of the process approach in municipal management. Development of the agro-industrial complex in the digital economy: collection of scientific papers of the I National Scientific and Practical Conference dedicated to the 25th anniversary of the founding of the Faculty of Economics. 2019. pp. 127–130. (in Russian).
8. Sabetova T.V. Grouping, development and parameters for assessing individual competencies. Innovative dominants of the social and labor sphere: economics and management: materials of the annual international scientific-practical conference on the problems of social and labor relations (21 sessions). Voronezh, 2021. pp. 229–233. (in Russian).
9. Widdett S., Holliford S. Competence Guide, translated from English by N. Drugoveyko; 3rd edition. M., HIPPO, 2008. 218 p. (in Russian).
10. Shevtsova N.M., Kogteva A.N. On the issue of social problems of the Voronezh region. Theory and practice of innovative technologies in the agro-industrial complex. Materials of the national scientific-practical conference. Voronezh, 2021. pp. 188–196. (in Russian).
11. Legge K. Human resource management: a critical analysis. New perspectives on human resource management. Routledge, 2014. pp. 19-40.
12. Kramar R. Beyond strategic human resource management: is sustainable human resource management the next approach? The international journal of human resource management. 2014. vol. 25. no. 8. pp. 1069-1089. doi: 10.1080/09585192.2013.816863
13. Jackson S.E., Schuler R.S., Jiang K. An aspirational framework for strategic human resource management. Academy of Management Annals. 2014. vol. 8. no. 1. pp. 1-56. doi: 10.5465/19416520.2014.872335
14. Dahl R.A. The science of public administration: Three problems. Democracy, bureaucracy, and the study of administration. Routledge, 2018. pp. 60-76.
15. Paillé P., Chen Y., Boiral O., Jin J. The impact of human resource management on environmental performance: An employee-level study. Journal of Business ethics. 2014. vol. 121. no. 3. pp. 451-466. doi: 10.1007/s10551-013-1732-0
16. Hecklau F., Galeitzke M., Flachs S., Kohl H. Holistic approach for human resource management in Industry 4.0. Procedia Cirp. 2016. vol. 54. pp. 1-6. doi: 10.1016/j.procir.2016.05.102
17. Townley B. Foucault, power/knowledge, and its relevance for human resource management. Postmodern Management Theory. Routledge, 2019. pp. 215-242.
18. Carnevale J.B., Hatak I. Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of business research. 2020. vol. 116. pp. 183-187. doi: 10.1016/j.jbusres.2020.05.037
19. Renwick D.W.S., Redman T., Maguire S. Green human resource management: A review and research agenda. International journal of management reviews. 2013. vol. 15. no. 1. pp. 1-14. doi: 10.1111/j.1468-2370.2011.00328.x
20. Guest D.E. Human resource management and employee well‐being: Towards a new analytic framework. Human resource management journal. 2017. vol. 27. no. 1. pp. 22-38. doi: 10.1111/1748-8583.12139
Review
For citations:
Vlasov A.B., Kremer K.I. Problems of human resource development in the public service. Proceedings of the Voronezh State University of Engineering Technologies. 2022;84(3):256-261. (In Russ.) https://doi.org/10.20914/2310-1202-2022-3-256-261
Views:
434
Email this article 
Post a Comment 
