Завдання і напрями удосконалення організації праці на підприємствах готельної індустрії

Abstract

UK: У науковій публікації досліджено сутність поняття «організація праці» та підходи до його трактування. Обґрунтовано необхідність побудови ефективної системи організації праці на усіх рівнях управління (макро-, мезо-, мікро) як передумови подолання кризових явищ та деструктивних процесів в економіці. Окреслено завдання організації праці на макро-, мезо-, мікрорівнях. Обґрунтовано напрями вдосконалення праці на підприємствах готельної індустрії, які зводяться до раціональний розподіл виконуваних робіт для забезпечення ефективного їх виконання; впровадження передових прийомів і методів праці; професійна підготовка і підвищення кваліфікації кадрів; нормування і стимулювання праці; поліпшення умов праці; створення сприятливого психологічного клімату у колективі; раціоналізація режиму праці та відпочинку тощо. Запропоновано механізм управління ефективністю праці, який включає необхідні заходи на мікро, мезо- та макрорівнях з урахуванням впливу факторів зовнішнього середовища

EN: The scientific publication examines the essence of the concept of "labor organization" and approaches to its interpretation. The need to build an effective labor organization system at all levels of management (macro-, meso- , micro) as a prerequisite for overcoming crisis phenomena and destructive processes in the economy has been substantiated. The tasks of labor organization at the macro-, meso-, and micro levels have been outlined. The tasks of macro-level labor organization are prevention of economic and social losses, ensuring the most complete use of labor resources of society, redistribution of labor resources between industries and regions of the country. At the meso level, the main tasks of labor organization are to ensure the maximum beneficial effect of human labor activity, taking into account specific working conditions. At the micro level, the main tasks of labor organization are to establish optimal criteria for the division and cooperation of labor; implementation of methods of overcoming monotony and increasing the meaningfulness of work; introduction of effective forms and methods of material and non-material stimulation; creation of decent working conditions to preserve human health and working capacity. The areas of improvement of work at the enterprises of the hotel industry have been substantiated, which boil down to the rational distribution of the performed work to ensure their effective performance; introduction of advanced techniques and work methods; professional training and advanced training of personnel; labor regulation and stimulation; improvement of working conditions; creation of a favorable psychological climate in the team; rationalization of the regime of work and rest, etc. A labor efficiency management mechanism has been proposed, which includes the necessary measures at the micro, meso, and macro levels, taking into account the influence of environmental factors. The goal of improving the organization of work at the macro level is to increase the efficiency of staff work in accordance with the principles of implementation of the state regulatory policy, taking into account the maximum possible positive results, which are aimed at ensuring a balance of the interests of business entities, citizens and authorities at the national level. At the meso level, the goal of improving the organization of personnel work is to increase the efficiency of personnel work in accordance with the principles of implementing regulatory policy in the field of industry production, the functioning of innovative scientific and industrial clusters, taking into account the maximum possible positive results, which are aimed at ensuring a balance of interests of business entities, citizens and authorities at the local level. At the micro level, the goal of improving the organization of personnel work is to increase the efficiency of the personnel of production enterprises in the conditions of innovative transformations of the economy with an emphasis on the use of a self-regulated compensation mechanism for rewarding the general innovative contribution of em-ployees to the activity processes, their orientation towards maximizing added value, increasing the market value of the workforce due to improvement of professional and personal competencies, management of efficiency by goals based on a balanced system of indicators, integration of compensation payment processes with other processes of human capital management.