Why is labor discipline needed and how is it ensured in the organization. Discipline at the enterprise: punishments for violation of labor regulations

Internal labor discipline is a set of rules and regulations aimed at regulating the behavior of employees. This will be discussed in more detail in the article.

From the article you will learn:

Labor discipline: general information

Compliance with labor discipline is mandatory in all organizations. If workers are not controlled, periodic violations occur, which eventually become systematic. This directly worsens the quality of work, while workers, seeing that others do not adhere to established norms and rules, quickly adopt bad qualities. The HR manager must monitor compliance with the requirements, punish violators.

The labor discipline of employees is considered in four directions:

• postulate of law- discipline is understood as a controlling principle, passing through labor standards;
• autonomous institute of law- the essence of all established norms available in the organization, which are focused on establishing the duration of working hours, routine, relationships among the team, etc.;
• component of legal relations- norms of behavior of employees and the entire team as a whole;
• actual employee behavior- the degree of implementation of the established norms and regulations available in the contract.

The labor discipline of employees as an element of labor organization matters, goals and objectives. Without it, the normal functioning of organizations of any level and field of activity is impossible. Only if the norms are observed, a productive and healthy environment in the team is noted. It is important to develop regulations, to familiarize employees with them. When compiling them, it is important to take into account a number of nuances.

The manager or direct supervisor must:

1. draw up the content of the internal labor schedule;
2. establish the rights and obligations of employees;
3. approve working hours;
4. create organizational and economic conditions for work;
5. cultivate a conscientious attitude to work.

Rules should be based on:

internal regulations (local or sectoral);

statutes and regulations on the discipline of individual employees;

technical rules, as well as instructions;

job instructions.

All points of internal labor discipline must be spelled out in the internal regulations. When compiling them, it is necessary to take into account the peculiarities of work, corporate culture, as well as the main goals.

Compliance with labor discipline is the main tool for achieving the following goals:

1. increasing the level of efficiency of employees, as well as the entire team as a whole;
2. increase labor productivity;
3. ensuring the reasonable use of working time;
4. maintaining a safe and comfortable environment;
5. promotion of occupational safety and health.

Compliance with labor discipline is a way to achieve high performance and minimize possible accidents at work. It is especially important to maintain discipline in industry, where people work with complex mechanisms and machines. If nothing terrible happens in offices due to violations, then emergencies can arise in production, during which people can suffer, get seriously injured.

Compliance with labor discipline and methods of ensuring it

Without issuing an order on labor discipline in the team, without developing labor regulations and not familiarizing employees with them, it is impossible to require employees to comply with unspoken norms. All rules must be fixed! This issue must be approached as responsibly as possible, because the well-being of the organization directly depends on it. After implementing the requirements, you need to analyze the level of performance.

There are three levels of labor discipline:

high - absolutely all requirements are observed by the vast majority of employees;

medium - compliance with the norms is noted, but some employees periodically commit violations;

In order for the strengthening of labor discipline to be noted, it is necessary to take all measures conducive to this. The manager must develop a punishment scale by which employees can assess their guilt. At the same time, employees who try to comply with all the rules should be encouraged. This can be done in several ways.

promotion- public recognition of the merits of individual employees, rewarding. As a rule, encouragement means monetary reward. As an alternative, gym memberships and gifts are used.

Cash bonuses in the form of bonuses are issued for the successful performance of work over a certain period of time, but on the condition that the employee did not commit violations. The size of the bonus should be selected taking into account the fact that the reward is aimed at stimulating, therefore its size is determined individually in each specific case.

moral incentive- an effective way to improve labor discipline. Not all employees are interested in financial incentives, so they prefer diplomas, awarding titles, and other thanks.

Usually, in order to strengthen labor discipline, individual employees are encouraged, but if the entire team strictly observes the established standards, it is impossible to single out someone specifically. In the future, dishonest encouragement will lead to a deterioration in the psychological climate, a decrease in motivation and loyalty. If the organization cannot give bonuses to everyone, it is possible to award employees with certificates or small memorable gifts.

Control of labor discipline: methods of ensuring

The organization should constantly monitor labor discipline, and if systematic violations are detected, work should be carried out both with individual employees and with the entire team at once. If you do not pay attention to small deviations from the rules, in the future they will take on a large-scale character. In some organizations, explicit leaders provoke others to violate discipline, which should be stopped immediately.

Opinion of expert Dmitry Kuznetsov, director of personnel management at HotSupport

Sometimes drastic measures are inevitable: the HR director fired the informal leader, and discipline problems disappeared

The incident happened in a large holding company. The new head of the HR service dismissed a specialist who has been working in the company for a long time “under the article”. Protesting, the team began to massively violate discipline. In order to keep the team, the HR director focused on two things - individual conversations with subordinates on the job and informal communication, say, going to the movies. As a result, the HR Director identified an informal leader who made a mess. After talking with him, the head of the personnel service concluded that the troublemaker should be fired. After the dismissal, indeed, it was not difficult to return discipline.

The control of labor discipline of employees is aimed at identifying all violations:

1. deviations from labor protection rules;
2. absenteeism;
3. systematic delays;
4. leaving work early;
5. embezzlement or theft of property;
6. refusal to comply with the requirements of superiors;
7. failure to perform official duties.

Carrying out control of labor discipline of personnel, and Considering principles of its organization, the manager must:

to form able-bodied and close-knit teams;

make a list of rules of a general or personal nature;

increase the level of organizational skills of leaders.

All workers who stumble should be punished. It can be both penalties, and statements, reprimands and dismissal. In some cases, violations are recorded on a personal card, while the employee can be fired under the article by making an appropriate note in the work book.

Carrying out the control of labor discipline in the organization, noticing shortcomings, it is necessary to show loyalty, take into account circumstances that extenuate guilt. If the employee has committed violations for the first time, you can have a preventive conversation with him or ask him to write an explanatory note. Usually this is enough.

Control of labor discipline of personnel: sample order

The employer must issue an order on labor discipline. To date, a unified form orders is not provided, so it can be filled in in any order, but you need to specify the basic information. The employer can use type specimen or prepare the document yourself.

Order on labor discipline: sample

1. order number;
2. publication date;
3. the name of the employer;
4. Full name and position of employees or an individual;
5. an indication of all the circumstances that served as the reason for issuing the order.

The order may reflect the control of labor discipline of personnel, encouragement or punishment of specialists, strengthening diligence. Accordingly, in case of any changes and violations, a document must be prepared. It should be made known to employees who receive incentives, punishments or other measures.

Discipline Order:

The order on labor discipline, its strengthening and control contains instructions from the employer on the need to create a commission. Its main function is increased control in relation to all employees of the organization. All violations are recorded and transferred to the head. This measure allows to improve the performance of employees, increase labor productivity.

You might be interested to know:

Labor discipline, or labor discipline, is a general set of rules and regulations governing the behavior of workers during the implementation of collective activities.

About how it is supported at the enterprise and what is the responsibility for its violation, we will tell in this article.

Basic concepts

Work discipline can be considered in one of four aspects:

• One of the postulates of labor law. Labor discipline in this case is understood as a kind of governing principle that goes through all labor standards.
• Autonomous Institute of Labor Law. Labor discipline is a community of all labor standards that are available in a particular organization, the main function of which is the establishment of a routine, norms labor day and labor relations between the employee and the employer. In the course of setting standards, measures relating to reward and punishment are negotiated.
• Component of labor relations. This aspect is a subjective property of labor discipline and is characterized by the creation of various norms of behavior for workers - both for each person individually and for the entire work team as a whole. The basis for setting specific standards is the employment contract signed by the parties (or some other document that specifies the rules for establishing labor relations).
• Actual employee behavior. In this case, the actual behavior of each employee in the team is evaluated. In other words, the degree of fulfillment by him of those norms and regulations that are available in the employment contract.

There are three levels of compliance with labor discipline:

• high (when almost all the necessary requirements are strictly observed by the absolute number of employees);
• medium (when labor standards are observed, but part of the team can afford some deviations);
• low (when most employees do not comply with discipline, allowing multiple violations and deviations).

More detailed information You can learn about this concept from the following video:

Meaning, goals and objectives

Labor discipline is necessary for the normal functioning of enterprises and organizations of any level. Only in case of compliance with its norms, an adequate and productive working environment in the team is possible.

All items related to discipline are clearly spelled out in, which are developed by the management of any organization or firm.

• increasing the level of efficiency of each individual employee in the team and the entire team as a whole;
• promotion quality characteristics labor productivity;
• ensuring the reasonable use of the time of the working day;
• maintaining comfortable and safe working conditions for each employee of the enterprise;
• promotion of occupational safety and health.

Its main task is to achieve the highest level of labor and reduce to a minimum all kinds of accidents at work.

Methods for ensuring it

In general, labor discipline is maintained by creating special conditions for stimulating conscientious workers and punishing those who have misbehaved.

There is a whole range of measures that are aimed solely at maintaining discipline:

• formation of cohesive and efficient labor collectives;
• making a list of clear rules general, and in relation to each employee;
• increasing the level of organizational skills of persons holding leadership positions in the organization.

According to the existing legislation of our country, there are only two ways to ensure the proper level of labor discipline: incentives or various bonuses and punishments or fines.

• promotion is a public recognition by the management of any merits of a particular employee and his reward. Encouragement is most often of a material nature, since money or profit is one of the main engines of the production process.
• Cash bonuses are issued in the form of various awards for successfully completed work.
• In some cases, it may apply moral incentive aimed at improving labor discipline. These methods include all sorts of letters, thanks or honorary titles, for example, “employee of the month”.

Most often, encouragement is individual, however, in some cases, there are rewards for entire teams or groups of people.

The rules for issuing and the amount of bonus payments are regulated by the employer itself. The main rule is that the award should encourage the employee to further activities and compliance with labor standards, which means that it should correspond to the interests of the distinguished person.

The bonus can be not only in the form of a direct cash payment, but also be issued in the form of payment for employee training in any advanced training courses or an increase in monthly wages as the skill of a person grows.

Also, a conscientious employee may be given additional benefits in the form of a trip to a sanatorium or additional days off to the vacation period.

Another method of rewarding an employee can be placing him on a plaque of honor, located directly in the organization. Usually, a photo of the distinguished person and a couple of lines reporting on his achievements are placed on such a board.

In addition, individual enterprises may adopt some of their own methods of encouraging staff. And those persons who have particularly important merits both to the organization and to the state can even be nominated for various state awards and prizes.

Responsibility for its violation

There are many situations that can be attributed to violations of labor discipline. Among them:

• violation of labor protection rules;
• absenteeism;
• regular lateness and early departure at the end of the working day;
• embezzlement or theft of property of a company or enterprise;
• non-compliance with the requirements of superiors;
• regular failure to comply with their job descriptions.

The punishment of an employee who violated labor rules is carried out in the form of bringing to disciplinary responsibility by using various. The basis for these penalties is the fact of committing a disciplinary offense. This term hides any violation of the norms of labor discipline, as well as an inadequate level of performance of one's professional duties.

Punishment can also be both material and moral. It all depends on the severity of the misconduct and the decision of the leaders, however, the degree of punishment must coincide with the rules prescribed in a particular legislative document.

• Penalties should not violate the rights that each employee has, but in meaning should coincide with the interpretation of the law, which also contains measures to protect the employee from excessive or unacceptable penalties.
• Non-material methods of influence include remark, reprimand, severe reprimand, and also dismissal. These sanctions are imposed either by a person holding a managerial position in the enterprise, or by one of his deputies.

A single remark does not cause any harm to the employee, however, several remarks in a row can be transformed into a reprimand. When issuing a reprimand and a severe reprimand, an order is issued about this fact, but no entry is made in the work book. The order is invested in the personal file of the employee. Upon dismissal, a record of this is recorded in the labor. In addition, most organizations have a special journal where records of the fact of a disciplinary offense are entered.

When imposing a penalty, a number of additional factors must be taken into account, such as the circumstances of the offense, the general behavior of the employee, his past achievements or merits and other mitigating circumstances, as well as the severity of the misconduct and the presence of possible consequences.

Before imposing a disciplinary sanction on an employee in without fail require the writing of an explanatory note, in which all the moments of the offense committed must be indicated.

After that, an act on the offense is drawn up, and the question of punishment is submitted for consideration. It is important to know that refusal of an explanatory note does not save a person from a possible penalty.

For any offense, whatever its severity, you can impose just one charge and the punishment must be within one month from the date of the offense(vacation or sick leave does not count). An order to impose one or another disciplinary sanction is issued to the punished person against a personal signature.

Punishment can have a material nature only if the fact of causing material damage to the enterprise or its property has been proven.

All items relating to the material liability of the employee must be clearly spelled out in the employment contract, which is signed when applying for a job. There is a group and individual responsibility material nature.

Any penalty may be withdrawn by the decision of the management of the enterprise. However, this must be done within one year of its imposition. If after the expiration of this time the employee has not committed repeated violations, then it is considered that he does not have any disciplinary violation.

Nevertheless, in our society cases of violation of labor, production and technological discipline are not uncommon. The economy still suffers from the loss of working time due to tardiness, absenteeism, drunkenness and other violations of discipline. To maintain and strengthen labor discipline, methods of persuasion and coercion are combined. Persuasion is the main activity in the regulation of social relations, it is associated with the widespread use of educational measures and incentives for work. Coercion is a method of influencing violators of labor discipline. Here apply measures of social and disciplinary influence. Discipline is provided, first of all, by the conscious attitude of workers to work and encouragement for conscientious work. The following incentive measures are envisaged: gratitude, issuance of an award, awarding a valuable gift, awarding a certificate of honor.

Labor discipline

Attention

A special place in strengthening labor discipline is acquired by the ability to correctly use incentives to work and realize the economic interests of workers. It is impossible to strengthen labor discipline, to increase the activity of people, without showing attention to their living conditions, to personal interests. Material interest is closely connected with the social and production activities of people.

It is an incentive to work. Feature modern system incentive is that the remuneration of workers directly depends not only on the results of their individual work, but also on the overall results of the work of all the personnel of the enterprise. Conscious discipline arises on the basis of understanding by the personnel of the enterprise of unity of purpose, which is based on a sense of mutual responsibility of employees for the performance of the work entrusted to them.

Ways and methods of strengthening labor discipline

Important

Such an order on labor discipline is general for the enterprise and is mandatory for execution. Methods of strengthening labor discipline. It is possible to understand the state of compliance with labor discipline at the enterprise only by conducting an appropriate analysis: monitoring the performance of work duties by employees, compliance with the daily routine, labor protection rules and instructions for working with equipment, and the like. On the basis of such an analysis, it is possible to draw conclusions about the “weak link” of the enterprise and even then develop and apply appropriate measures to strengthen labor discipline.

Such activities include, for example: regular training of personnel in order to improve their skills; introduction additional measures promotions; strict control of delays (for example, through the introduction of an electronic pass system); Recruitment of personnel for work only on a competitive basis.

Ways to improve labor discipline

The Labor Code of the Russian Federation lists the following incentives:

• gratitude announcement;
• issuance of an award;
• rewarding with a valuable gift;
• awarding an honorary diploma;
• presentation to the title of the best in the profession.

This list is exemplary; internal labor regulations, charters and discipline regulations may provide for other incentives. For special labor services to society and the state, employees can be nominated for state awards. Measures of disciplinary action Providing for incentive measures applied to employees who conscientiously perform their labor duties, labor legislation also establishes disciplinary measures for violators of labor discipline.

Effective methods of ensuring labor discipline

• as one of the principles of labor law;
• an independent institution of labor law (an objective property);
• element of labor relations (subjective property);
• actual behaviour.

Labor discipline as a principle of labor law is understood as a guiding principle that permeates all norms of labor law and is associated with the fulfillment of the obligation to observe labor discipline. As an institution of labor law, labor discipline in an objective sense is a set of legal norms that regulate the internal labor regulations of the organization, establish the labor duties of employees and the employer, determine methods for ensuring labor discipline, incentives for success in work and responsibility for guilty failure to fulfill these duties.

34 labor discipline: the concept and methods of its strengthening

The law provides, and guarantees for the employee from the imposition of unauthorized and undeserved measures. Rules of labor discipline. Since labor discipline and its observance are decisive factors in the labor relations between the employer and the employee, each enterprise must have internal documents that must record the norms of behavior for each employee of the enterprise, the requirements for the work they perform and the working day, and so on. This requirement is reflected in law and is mandatory for every head of the enterprise. The labor schedule and labor discipline of the employees of the enterprise are prescribed in the internal labor regulations, the draft of which is developed by the management of the enterprise and adopted in agreement with the labor collective (either with the trade union committee, or with the council of workers, or at general meeting workers).

Labor discipline at the enterprise and methods of ensuring it

Only one penalty may be imposed for one misdemeanour. An entry is made in the work book only about the dismissal of the employee. To the content Incentive measures Incentive measures, as already mentioned above, include material (bonuses, allowances, valuable gifts) and non-material (letters of honor, presentation to local and state awards, honorary titles) actions. The procedure for encouraging employees at the enterprise is established by management. To the content Strengthening labor discipline In order to determine the state of the implementation of labor discipline at the enterprise, there is a special formula that calculates the coefficient of labor discipline by determining the number of violators from the total number of the average number of employees of the enterprise and by calculating the percentage of lost working time.

Methods for strengthening labor discipline

The leading place is occupied by the method of persuasion as the main way to strengthen labor discipline, since it is the principle of the employee's behavior in the labor process, the principle of consciousness and self-discipline. The method of education is used mainly as an auxiliary means of ensuring labor discipline. Its main purpose is to instill in the employee a sense of conscientious and honest attitude to work.

Methods of persuasion, education, as well as encouragement for conscientious work can be both moral and material in nature and are applied by the administration jointly or in agreement with the trade union body of the enterprise. The rules of the internal labor regulations of each given labor collective are approved by them on the proposal of the administration and the trade union body.

Legal regulation of labor discipline

The internal labor regulations of an organization are a local normative act of an organization that regulates, in accordance with the Labor Code of the Russian Federation and other federal laws, the procedure for hiring and dismissing employees, the basic rights, duties and responsibilities of the parties to an employment contract, working hours, rest time, incentives and incentives applied to employees. penalties, as well as other issues of regulation of labor relations in the organization. Strengthening labor discipline Labor discipline in organizations is ensured by the creation of the necessary organizational and economic conditions for normal high-performance work, a conscious attitude to work, methods of persuasion, education and encouragement. In relation to individual unscrupulous employees, if necessary, disciplinary measures are applied.

Legal means of strengthening labor discipline

• performance of their work duties not in full, not in accordance with the established quality criteria;
• disclosure of commercial secrets of the enterprise;
• violation of labor protection rules that led to an accident or an accident;
• refusal to undergo training or a medical examination, if it is necessary for the high-quality and qualified performance of work duties;
• direct disregard for the orders of the head;
• violation of subordination;
• deliberate failure to comply with the requirements of instructions and orders.

• rebuke;
• comment;
• dismissal.

overlay disciplinary action, not provided for by federal laws, is not allowed.

Strengthening of labor discipline in the organization on the example of JSC "Volgocemmash"

Introduction

management discipline labor

In a market economy, the importance of various factors that affect the efficiency of production increases, since, due to the resurgent competition, performance becomes a decisive prerequisite for the existence and development of enterprises. Among the factors and efficiency, labor discipline occupies a significant place. So, even the most modern equipment and high-performance machinery will not give the desired result if their maintenance is poorly organized, and vice versa, if labor discipline is observed, you can get the maximum result from the appropriate technical equipment of production.

Discipline is the most important condition for the existence and development of any civilized society. Every society needs discipline to organize well and work successfully. And labor discipline is a necessary condition for any social work, any joint work. Any joint work needs a certain discipline, a certain order, which are necessary in order for all those who work together to obey this discipline, order, that is, for everyone to know their place and do what they are supposed to do in accordance with the employment contract, the rules of the internal labor regulations and other regulations.

Awareness of the importance and necessity of focusing on strengthening labor discipline is becoming an urgent issue for many enterprises in various industries, regardless of ownership. The human factor is decisive in complex system socio-economic interaction, since it is a person who, as a result of intellectual and physical activity, creates technologies, equipment, capital. Improving the organization of labor and strengthening labor and production discipline, as a manifestation of the human factor, at all levels and at all levels, from the employee to the head of the enterprise, does not require any investment and constitutes a real and significant reserve for economic recovery. And vice versa - it can be stated with sufficient certainty that at the heart of all catastrophes in society that are not related to natural disasters, a person who has violated discipline is to blame

The discipline of labor is the subject of study of various sciences. So, labor discipline is considered by psychologists (from the point of view of motivation and psychological stimulation of the labor of workers), sociologists (from the point of view of the influence of labor discipline on relationships in the team), economists (from the point of view of the influence of labor discipline on labor productivity). It is the point of view of economists on labor discipline that is the thesis of this thesis.

In Russia, there was a transition to a free enterprise society, which inevitably led to a significant change in the content of labor discipline and the motives for strengthening it. At present, the strengthening of labor discipline requires strengthening labor motivation. Labor motivation is a determining factor in the inclusion of the interests of each individual in productive work, regardless of the form of ownership and the scope of the organization. Labor motivation is influenced by the psychological and moral impact on the participants in the production process (the method of persuasion), material and moral and legal incentives, the provision of various benefits and benefits (the incentive method), as well as disciplinary measures applied to violators of labor discipline, and property measures. nature in the form of compensation for damage by the parties to the employment contract (coercion method).

Since labor discipline has a direct impact on the economic results of an enterprise, the topic of strengthening labor discipline is very relevant in modern society, when the state releases citizens from the obligation to work and at the same time prohibits forced labor.

The purpose of the thesis is to develop directions for strengthening labor discipline by searching for the reasons for its decline based on an analysis at OJSC Volgocemmash.

In accordance with the goal of the thesis, the tasks will be:

consideration of theoretical aspects of strengthening labor discipline at the enterprise;

analysis of the economic results of OAO Volgocemmash and their relationship with the use of labor resources;

analysis of labor discipline at OAO Volgocemmash and identification of the reasons for its decline;

development of directions for strengthening labor discipline on the basis of improving motivational factors that affect labor discipline;

calculation economic efficiency proposed directions for improving labor discipline.

The subject of the thesis research is the importance of labor discipline in modern society and the reasons for its decline. The object of the study is the state of labor discipline in the modern industrial enterprise OAO Volgocemmash, Tolyatti.

The thesis is structured into an introduction, 3 chapters, a conclusion and applications.

The first chapter of the thesis presents the necessary characteristics of labor discipline, emphasizes its importance for the economic activity of the enterprise, and also provides a methodology for its analysis.

In the second chapter of the thesis work, a comprehensive analysis of the use of labor resources at Volgocemamash OJSC was carried out. Labor discipline is linked to the economic results of the enterprise, the reasons for its decline are identified. The analysis is confirmed by calculations, surveys by employees of the enterprise.

In the third chapter of the thesis work, two directions for strengthening labor discipline at OAO Volgocemmash are proposed, the most significant for this enterprise and its employees. The proposed directions for strengthening labor discipline are cost-effective, which is confirmed by economic calculations.

In conclusion, conclusions on the thesis work are given.

The practical significance of the thesis is to develop a motivating social package that will help strengthen labor discipline at Volgocemmash OJSC, and also bring additional profit to the company.

When writing the thesis, we used teaching materials on the research topic, studied publications in economic journals and information data from the Internet, and also used financial statements OJSC "Volgocemmash" for 2011-2013

1. Theoretical aspects management of labor discipline at the enterprise

.1 Essence, meaning and methods of labor discipline management

Labor discipline is the procedure established in a given labor organization for joint work, determined in accordance with the Labor Code of the Russian Federation (the eighth section "Labor regulations and labor discipline"), other laws, a collective agreement, agreements, an employment contract, local regulations of the organization, and responsibility for its violation.

Labor discipline is an objectively necessary form of communication between workers participating in the labor process. Its main requirement is that people participating in a single or different, but interconnected labor processes, obey a certain order of behavior. The nature of this subordination, on the one hand, is determined by the characteristics of the applied equipment and production technology, on the other hand, it is a derivative of the socio-economic relations established in society and in the labor collective.

With good labor discipline, the maximum result of labor is achieved and the number of accidents and equipment breakdowns is reduced.

The discipline of labor is included in the technological and production discipline.

The technological discipline of workers consists in observing the technical rules in production - this is part of their labor discipline. Violation of technological discipline by an employee is a production omission and gives grounds, along with bringing the perpetrator to disciplinary responsibility, for the complete or partial deprivation of his bonus.

Production discipline means order in production. In its content, it embraces labor discipline and goes beyond it. In addition to labor, production discipline includes ensuring a clear and rhythmic work of the organization, providing workers with raw materials, tools, materials, work without downtime, etc. Employees are responsible for observing not the entire production discipline, but only part of it, which consists in the performance of their labor duties. The employer is responsible for ensuring production discipline in full.

Labor discipline is ensured by the creation of the necessary organizational and economic conditions for normal high-performance work. The creation of normal and safe working conditions is the responsibility of the employer.

The value of labor discipline is expressed in the fact that:

allows you to work with full dedication;

provides highly productive labor for each employee and the entire team;

contributes to quality work;

contributes to the order in production and the fulfillment of tasks.

The Labor Code of the Russian Federation establishes methods for ensuring labor discipline, which include:

creation of the necessary organizational and economic conditions for normal operation;

conscious attitude to work;

persuasion, education and encouragement;

coercion, expressed in the application of disciplinary and social influence to violators of labor discipline.

Since the observance of labor discipline is mandatory for all categories of workers, a large turnover of personnel, as well as regular violations, can serve as an indicator of its low observance.

According to the Labor Code of the Russian Federation, the employer has the right to the following penalties: reprimand; comment; dismissal.

The imposition of disciplinary sanctions not provided for by federal laws is not allowed. Only one penalty may be imposed for one misdemeanour. An entry is made in the work book only about the dismissal of the employee.

Incentive measures include material (bonuses, allowances, valuable gifts), and non-material (letters of honor, presentation to local and state awards, honorary titles) actions.

The procedure for encouraging employees at the enterprise is established by management.

Since labor discipline and its observance are decisive factors in the labor relations between the employer and the employee, each enterprise must have internal documents in which the norms of behavior of each employee of the enterprise, the requirements for the work they perform and the working day, and so on. This requirement is reflected in the law and is mandatory for every head of the enterprise.

The labor schedule and labor discipline of the employees of the enterprise are prescribed in the Internal Labor Regulations, the draft of which is developed by the management of the enterprise and adopted in agreement with the labor collective (either with the trade union committee, or with the council of workers, or at a general meeting of workers).

Economic methods allow you to create such an environment in the organization that will enable the employee to satisfy their economic needs and interests, to ensure the implementation of the principle social justice.

The effectiveness of economic management methods is determined by: the form of ownership and management economic activity, the principles of cost accounting, the system of material remuneration, the market work force, market pricing, tax system, lending structure, etc.

Psychological methods help to select a team of like-minded people, avoid labor conflicts and successfully solve the tasks assigned to the organization.

Legal methods allow you to know and correctly apply persuasion, encouragement, coercion, respectively, to conscientious and unscrupulous employees, while organizing the work of employees in accordance with the legislation of the Russian Federation.

The organization of labor of workers involves the creation of:

working conditions;

labor protection;

organization of the production process.

The main duty of the administration is such an organization of labor, in which each employee works in his specialty and in accordance with his qualifications, because. improper use of personnel is contrary to the interests of not only production, but also the worker. In a well-organized enterprise, various forms of social relations and relations between participants in the labor process are clearly regulated.

management discipline labor

The level and state of labor discipline depend on many factors:

organization of labor and production, systems of material and moral incentives,

planning and management systems,

degree of mechanization and automation of production processes,

level of educational work,

self-consciousness of the members of the labor collective, etc.

The conditions include, for example, the improvement of material and moral incentives, other socio-economic, as well as organizational prerequisites. Absenteeism, lateness, premature departure from work, drunkenness and other violations of the internal labor schedule are generated, first of all, by such factors as untimely completion of production tasks, lack of materials and tools, disorderly working hours of structural units, medical institutions, poor control by managers for the work of subordinate workers, etc. .

The main production factors that determine the level of discipline are the organization of labor, sanitary and living conditions and, in general, job satisfaction. The state of labor discipline is also significantly affected by the degree of real involvement of workers in the management of the production process, which indicates the need for a comprehensive and systems approach to solving these problems on the basis of plans for economic and social development teams.

The mechanization of labor is of no small importance.

The management of labor discipline and the rational use of working time is closely related to the system of measures for the formation of stable labor collectives, which is due to their interdependence. It has long been noticed: the higher the level of discipline, the lower the staff turnover, and vice versa.

Various studies have shown a close connection between the state of labor discipline and the increase in the level of education and qualifications of workers, the organization of mentoring, the level of educational work in workers' hostels and the organization of leisure, working conditions and sanitary and living conditions, and overall job satisfaction. In other words, the work to strengthen labor discipline and the formation of stable labor collectives provides for the development and implementation of a single set of measures of a technical, economic, social and educational nature.

I also consider it necessary to highlight the following factors that contribute to low discipline in the enterprise:

) Unfairness in pay and evaluation of the merits of employees;

) Complex production and organizational structure;

) Poor quality of job descriptions;

) Unreasonable personnel selection system;

By influencing each of these factors, using the methods described above, it is possible to significantly influence the labor discipline in the enterprise.

The management of labor discipline at an enterprise implies an analysis of compliance with labor discipline in the structural divisions of the enterprise, accounting and control of staff working time, and, if necessary, the development and implementation of measures aimed at strengthening labor discipline.

Such activities include, for example:

regular training of personnel in order to improve their skills;

introduction of additional incentives;

strict control of delays (for example, through the introduction of an electronic pass system);

Recruitment of personnel for work only on a competitive basis.

A special place in strengthening labor discipline is acquired by the ability to correctly use incentives to work and realize the economic interests of workers. It is impossible to strengthen labor discipline, to increase the activity of people, without showing attention to their living conditions, to personal interests. Material interest is closely connected with the social and production activities of people. It is an incentive to work. A characteristic feature of the modern incentive system is that the remuneration of workers directly depends not only on the results of their individual work, but also on the overall results of the work of all the personnel of the enterprise.

A generalized way of influencing an employee is the possibility of giving him more trust as the basis for creating a value system in the organization.

The educational role can be played by councils of primary subdivisions, councils of foremen, councils of employees of enterprises, institutions, and organizations.

In modern conditions, the main factor in maintaining high labor discipline at the enterprise can be the education of employees of a sense of moral and material responsibility for the success of the work of departments and all personnel as a whole. Where the heads of enterprises and their departments show concern for the personnel, combining this with high demands, supported by measures of moral and material influence on people, good labor results should also be expected.

A large role in strengthening labor discipline belongs to the heads of grass-roots structural units - foremen and foremen, heads of groups, sectors, departments, etc., who are most closely connected with the work and life of workers, directly affect production activities and the condition of workers.

To solve the problems of strengthening labor discipline, such a form of social partnership as a collective agreement is used, which is legal act regulating social and labor relations between employees and employer.

1.3 Methodology for analyzing the state of labor discipline

When studying the indicators of labor resources, first of all, attention is drawn to how the organization is provided with the necessary personnel. For this purpose, the following are considered:

composition and structure of industrial and production personnel;

provision of the organization and its divisions with workers, administrative and managerial personnel;

availability of qualifications for employees;

labor movement.

The coefficient of dynamics of the number of employed by is determined by formula 1.1:

To d = (h P - H uv) / DCH, (1.1)

where H P - the number of new employees, people; H SW - the number of retired workers, people; DC - opening balance, people;

The coefficient of the dynamics of the numerical composition by is determined by the formula 1.2:

To dhs \u003d HH / Hsr (1.2)

where DCH - fluctuations in the average composition, pers.

The turnover ratio for hiring employees is determined by formula 1.3:

To etc = H prin / h common (1.3)

where H prin - the number of hired personnel, people; H common - average number of personnel, pers.

The retirement turnover ratio is determined by formula 1.4:

To in = H uv / h Wed (1.4)

where H SW - the number of retired employees, pers.

Very often, according to indicators of labor productivity and staff turnover, they judge the state of labor discipline.

Labor productivity is determined by the amount of products (volume of work) produced by an employee per unit of time (hour, shift, quarter, year) or the amount of time spent on the production of a unit of output (to perform certain work), formula 1.5:

P \u003d TP / Chsr (1.5)

where TP is the volume of production, rub.; Nsr - average number of personnel, pers.

The staff turnover rate for is determined by formula 1.6:

To t = H uvszh / HR (1.6)

where H uvszh - the number of people who quit own will and for violation of labor discipline, pers.

Based on sociological studies, it was revealed that the permissible limit of the values ​​of the turnover coefficient should be 5-7%. If the turnover at the enterprise is less than 5%, then there is a negative process of "aging" of the personnel, if more than 7%, then there is a decrease in labor productivity.

The coefficient of staff constancy is determined by formula 1.7:

To ps = H g/h Wed (1.7)

where H G - the number of employees who worked the whole year, pers.

When studying staff turnover, it is of great interest to measure its value not only for the enterprise as a whole, but also for its individual structural divisions, groups of employees. Turnover rates in individual departments or groups of workers are called partial turnover rates.

To assess the degree of influence of any of the partial fluidity coefficients on its general production value, the coefficient of intensity of fluidity (K it ), which shows how many times the turnover of employees in the study group is higher (lower) than in the whole enterprise, formula 1.8:

To it = K PM / ct x 100 (1.8)

where K PM - any partial coefficient of fluidity.

The use of this indicator has great importance to study social, demographic, professional and other characteristics of turnover.

The staff turnover rate is directly related to the number of unauthorized absenteeism, which characterizes the absenteeism indicator (A), formula 1.94:

A = D P / h cn x n R or A = T n/t R (1.9)

where D P - the number of working days lost in the analyzed period due to the absence of an employee at the workplace, days; T P - total fund of unworked man-hours, man-hours; T R - the total fund of worked man-hours according to the schedule, man-hours.

You can assess the state of labor discipline and the frequency of its violations, leading to an increase in staff turnover, using the following indicators:

) coefficients of labor discipline:

To td1 - characterizes the share of employees who did not violate labor discipline in the reporting period in the total number of employees of the enterprise, formulas 1.10 and 1.11:

To td1 = H cn - H n / h cn = F pl - T pv / f pl (1.10)

where H n - the number of violators of labor discipline, people; F pl - planned working time fund, man-hour; T pv - the sum of intra-shift and all-day losses of working time due to violations of labor discipline, man-hours; ktd 2- characterizes the share of reduction in the working time of the unit as a result of whole-day and intra-shift losses of working time caused by violations of labor discipline:

To td2 = (1 - (n d / T cm x H R ) x (1 - (P d / F ef x Chpod ) (1.11)

where p td - intra-shift loss of working time by all the studied workers as a result of violation of labor discipline, man-hour;

P td - all-day loss of working time by all the studied workers as a result of violation of labor discipline, man-days;

F ef - efficient fund working time of one employee in the analyzed period, days;

) the proportion of violators of labor discipline (N td ) - characterizes the share of employees who violated labor discipline in the reporting period in the total number of employees of the enterprise, formula 1.12:

H td = H n / h cn x 100 (1.12)

In addition, the characteristics of the violators are also taken into account and the site or part of the production process is determined where the largest number cases of violation.

Based on the results of such an analysis, the head of the enterprise may issue an order on compliance with labor discipline. To analyze the loss of working time, a balance of working hours is drawn up.

Losses of working time can be both due to the fault of the administration, and as a result of a decrease in labor discipline. This analysis allows you to determine the direction of reducing the loss of working time. The balance sheet data on the line "absenteeism" makes it possible to judge the state of labor discipline

To improve the efficiency of the enterprise, it is necessary to improve the structure of the use of working time. A significant reduction in intra-shift and all-day losses of working time can be achieved through organizational measures, improving labor discipline, observing safety rules, improving working conditions and labor protection measures, which will help reduce losses of working time, and, therefore, savings in headcount can be obtained. enterprise personnel.

Possible savings in the number of employees by reducing losses and waste of working time due to low labor discipline (“truancy”) is determined by formula 1.13:

E h = (T pv + T n ) x K / Ff (1.13)

where T pv - loss of working time, h; T n - irrational costs of working time, h; To with - coefficient of possible reduction of losses and waste of working time; F f - the actual fund of working time of one worker, h.

To identify losses and waste of working time, the total fund of working time of workers is analyzed and the influence of various factors on the use of working time is determined.

The amount of lost products as a result of absenteeism and loss of working time is determined by formula 1.14:

Q \u003d? T x V (1.14)

where ?O - the amount of lost products, rub.; T - absenteeism and loss of working time to be reduced, h (days); B-production hourly (daily), rub.

The presence of all-day losses of working time leads to non-fulfillment of the average annual output, and intra-shift losses of working time cause non-fulfillment of the average daily output.

To determine the savings in headcount due to improved use of working time in the elimination of absenteeism and downtime due to the fault of the employee, formula 1.15 is used:

Ech = P etc + P cd / Fr (1.15)

where P etc - all-day losses due to absenteeism, man-days; P cd - all-day downtime, man-days; F R - potentially possible (planned) fund of time of one worker, days.

Reducing the loss of working time is one of the reserves for increasing output. To calculate its value, it is necessary to multiply the loss of working time due to the fault of the employee by the planned average hourly production, formula 1.16:

RP = P rv x V h (1.16)

where P rv - loss of working time for various reasons, h; AT h - planned average hourly production of products by one employee.

Thus, the improvement of labor discipline is one of the important conditions for a high organization of labor and a general economic upsurge. Conversely, an insufficiently high level of discipline leads to losses, additional costs, and disrupts production.

For the efficiency of production as a whole, it is necessary to possess methods for analyzing the causes of a decrease in labor discipline and developing measures to strengthen it on their basis.

Conclusions for chapter 1.

2. Analysis of the use of labor resources and labor discipline in JSC "Volgocemmash"

.1 Technical and economic characteristics of the enterprise

JSC "Volgocemmash" - an enterprise for the production of equipment for the cement industry. Since 1994, it has been a structural subdivision of the Togliattiazot Corporation. Location: 445621, Samara region, Togliatti, st. Maxim Gorky, 96. The full name is the Volga Production Association Volgocemmach.

The Volga production association "Volgotsemmash" was founded in 1956 and a year later it produced its first products. In 1960, the production of technological equipment, crushing and grinding, kilns was mastered. In 1961, a metallurgical complex was launched. Over the past 50 years, the plant has produced the main technological equipment, providing 80% of cement production in Russia and the CIS countries.

Today JSC "Volgocemmach" includes three productions: metallurgical, mechanical assembly and welding.

To date, the Volgocemmash plant on average produces up to 300 thousand items of parts, assemblies, machines with a production cycle from 1 hour to a year.

JSC "Volgocemmash" in its activities is guided by the Charter of the Company, legislative acts of the Russian Federation and regulatory documents.

The control system of JSC "Volgocemmash" includes two subsystems: control and managed. The management system includes the general director of OAO Volgocemmash, the chief engineer, the commercial director, and the technical director. The subdivisions of the enterprise act as a controlled system: production workshops, quality control laboratory finished products, mechanical repair shop, construction shop, transport shop, supply department, sales department, accounting department, personnel department, etc.

The company under consideration is characterized by a linear-functional organizational management system, when functional services or individual specialists, depending on the functions performed, develop work programs for production units, which are agreed and approved by the line manager. This combination makes it quite effective. With a clear system of relationships and full responsibility, line managers are freed from solving issues that are unusual for them.

The General Director of JSC "Volgocemmash" determines the policy and strategy of enterprise management, performs planning functions, coordinates the actions of the secondary level of management, and resolves general organizational issues.

The production structure of JSC "Volgocemmash" is subject-technological, as it takes into account both the nature and types of products and services, as well as the technology of its manufacture, the scale of production, the principles of specialization and cooperation of departments. This allows minimizing intra-production transport routes and time spent on preparatory and procurement work and on the promotion of objects of labor and finished products.

The complex of metallurgical production includes 3 workshops focused on the repair and manufacture of certain types of equipment, as well as 6 technical departments. 10% of all workers at the plant are involved in the design and manufacture of equipment in metallurgical production. Production works in 2-3 shifts. The task of the technological departments of metallurgical production is the preparation of equipment, and not only during the period of establishing the production of a new car model, but also during the current support of the existing production.

Welding production is focused on the manufacture of large-sized structures: support systems, crossbars, frames for equipment, etc. The structure includes a production and technological department. 30% of all workers at the plant are involved in production. The production works in 2 shifts.

Mechanical assembly production is represented by machining shops equipped with modern machining equipment, as well as auxiliary services: design and technology department, technology department, reclamation department. 50% of all employees at the plant are involved in production. The production works in 2 shifts.

The laboratory for control of raw materials and finished products controls the quality of incoming raw materials and incoming products.

To analyze the main economic indicators of JSC "Volgocemmash" we use the data of the financial statements of the enterprise for 2010-2012. (Appendix 1-4). The dynamics of the main economic indicators of OAO Volgocemmash is presented in Table. 2.1.

Table 2.1. Dynamics of the main economic indicators of the economic activity of OJSC Volgocemmash for 2011-2013 gg.

IndicatorsAbsolute indicatorsChange in 2012/2011 (+.-) Change 2013/2012 (+.-) 2011 2012 2013 thousand rub.% thous. rub.%1. Proceeds from the sale of works (services), thousand rubles 28660023231169290805236516712.74 minus 323117 minus 10.002. Number of employees, total, people incl. Wage fund of employees, thousand rubles 1303562106291512408027361.58 minus 89389 minus 29.184. Average salary of employees, rub. including 160221815117147212913.29 minus-1004 minus 5.53- engineer, employees, rub 151021801118724290919.267133.96 - main workers, RUB 1639318187165451794210.94 minus 1642 minus 9.035. Output per worker, thousand rubles 4227.143341.443956.33 minus -885.7 minus 20.95615.0918.46. Production cost, thousand rubles 27033483074959277106337161113.74 minus 303896 minus 9.887. Costs per 1 rub. sales, RUB 0.940.920.94-002 minus -2.130.022.178. Gross profit (loss), thousand rubles 162654156210136989 minus 6444 minus 3.96 minus 19221 minus 12.39. Profitability of products (works),% 6.025.084.94 minus -0.94 minus 15.61 minus 0.14 minus 2.76

According to the data in table 2.2, the volume of production of Volgocemmash OJSC for 2011-2012. increased by 12.74% or 365167 thousand rubles, for 2012-2013. decreased by 10% or 323,117 thousand rubles. This happened due to a decrease in the volume of work performed due to the withdrawal from the enterprise in 2013 of the component production division.

The number of personnel in 2011 was 678 people, including 483 main workers, in 2012 967 people, incl. the main workers 770 people, and in 2013 735 people, including the main workers 532 people.

For the analyzed period 2011-2013. the number of personnel increased by 57 people, of which the increase in engineering and technical staff of employees amounted to 8 people, the main workers - 49 people. The increase in staff occurred as a result of an increase in the volume of work performed and the need to expand the staff. The growth of employees in 2012 compared to 2011 amounted to 42.62%, in 2013 to 2012 there was a decrease in employees by 23.99%. The increase in engineers and employees in 2012 compared to 2011 amounted to 1.03%, in 2013 to 2012 3.05%.

The average salary in 2011 was 15102 rubles, in 2012 it was 18151 rubles, in 2013 it was 17147 rubles. The increase in average wages in 2012 amounted to 13.29%, in 2013 there was a decrease in wages by 28.2%.

In 2011, the average salary of engineers and employees amounted to 17,300 rubles, in 2012 - 18,011 rubles, in 2013 - 18,724 rubles. The increase in the average salary of engineers and employees in 2012 amounted to 19.26%, in 2013 - 3.96%.

In 2011, the average wage of the main workers amounted to 16,393 rubles, in 2012 - 18,187 rubles, in 2013 - 16,545 rubles. The increase in the average wages of key workers in 2012 amounted to 10.94%, in 2013 the average wages decreased by 9.03%. The decrease in wages is associated with a decrease in the volume of work performed.

The output of employees in 2012 compared to 2011 decreased by 20.95%, and in 2013 compared to 2012 it increased by 18.4%. The decrease in output in 2012 is due to an increase in the number of personnel and inefficiency.

The cost of work performed in 2011 amounted to 2703348 thousand rubles, in 2012 - 3074969 thousand rubles, in 2013 - 2771063 thousand rubles. The increase in cost in 2012 compared to 2011 amounted to 13.74%. Cost reduction in 2013 compared to 2012 amounted to 9.88%.

Gross profit in 2011 amounted to 162,654 thousand rubles, in 2012 - 156,210 thousand rubles, in 2013 - 136,989 thousand rubles. In 2012 to 2011 the decrease was 3.96%, in 2013 to 2012 it decreased by 12.3%.

.2 Analysis of the use of labor resources

As of 01.01.2013, the number of employees of JSC Volgocemmash was 735 people. The share of workers is 72.4%. The average age of employees is 42 years. Women 64%, men 36%.

Let's consider the main data and indicators characterizing the personnel of OAO Volgocemmash. We will analyze the labor supply on the basis of data from reports on the number of personnel submitted by the personnel department of the enterprise (see Table 2.2).

Table 2.2. Analysis of the availability of labor resources in 2011-2013

Indicator 2011 2012 2013 Deviation (+/-) Growth rate, % 2012/ 2011 2013/ 2012 2012/ 2011 2013/ 2012 -24.0 Workers 483770532287 minus 23859.42-30.9 Engineers and employees, people, of which 195197203261.033.05 Managers, people 1315152015.380 Employees, people 1821821880603.29

As can be seen from the data in Table 2.2, in 2011-2013. there is a decrease in the number of employees of the enterprise. Thus, in 2012 the number of employees increased by 289 people or by 42.23% compared to 2011. In 2013, compared to 2012, the number of employees decreased by 232 people or 24%. The number of workers in 2012 compared to 2011 increased by 287 people or 59.42%, and in 2013 compared to 2012 the number of employees decreased by 238 people or 30.9%.

The number of engineers and employees increased in 2013 compared to 2012 by 2 people or 1.03%. In 2013, the number of engineers and employees increased by 6 people or 3.05% compared to 2012. At the same time, the number of managers for the period 2011-2013 increased by 8 people, and the number of employees increased over the same period by 6 people.

The decrease in the number of personnel in 2013 occurred due to the withdrawal from the enterprise of the division for the production of components, as well as a decrease in the number of workers due to a decrease in orders. Despite the decrease in the total number of personnel in 2013, the number of engineers and employees, on the contrary, is increasing.

Let's analyze the personnel structure of OAO Volgocemmash in 2011-2013 and present the results in Table 2.3.

Table 2.3. Personnel structure of JSC Volgocemmash in 2011-2013

Categories 2011 2012 2013 number of people share, % number, people share, % number, people share, % Average number of employees, people incl.

From the data in Table 2.3 it can be seen that the share of workers in the enterprise in 2012 is higher than its value in 2011 by 8.39%, in 2013 it is lower than in 2012 by 7.25%.

The share of engineers and employees decreased by 8.39% in 2012 and increased by 7.25% in 2013 compared to 2012. The share of managers in 2012 was less than in 2011 by 0.37%, and in 2013 compared to 2012 by 0.49%. The proportion of employees in 2012 compared to 2011 decreased by 6.02%, and in 2013 compared to 2012 increased by 6.76%.

The labor potential of an enterprise characterizes the level of education of employees. Let's consider the labor potential of OAO "Volgocemmash" by education (Table 2.4).

Table 2.4. Composition of the staff of JSC "Volgocemmash" by education for 2010-2012

Indicator 2011 2012 2013 Deviation (+/-) Growth rate, % 2012/ 2011 2013/ 2012 2012/ 2011 2013/ 2012 Total employees, incl. Having: 678967735289Minus 23542.63Minus 24,0 Higher Education9312613733Minus 1135,488,73Mine Special Education125235142110Minus 9388.0Minus 39,57Professional and Technical Education310430300120Minus 13038,71Minus -30,23 Middle Education15017615626Minus 2017,33Minus 11.36 Based on Table 2.4, which characterizes the labor potential of the enterprise, it can be seen that in 2012 the number of employees with higher education increased by 33 people in JSC Volgocemmash, and in 2013 it decreased by 11 people; with an average special education in 2012, 110 more people worked than in 2011, and in 2013, 93 people less. In 2012, there were 120 more employees with completed vocational education than in 2011, and in 2013, 130 people less than in 2012. In 2012, there were 130 employees with only secondary education. 26 people more than in 2011, and in 2013 20 people less than in 2012.

Despite the withdrawal from the structure of the division for the production of components, the number of employees with higher education increased in 2013 compared to 2012 by 8.73%, which indicates an increase in the labor potential of the enterprise. Moreover, with the number of engineers and employees in 2013, it was 197 people, and the number of employees with higher and secondary specialized education was 279 people, which is 82 people more than the vacant positions of engineers and employees at the enterprise, i.e. 82 people with higher and secondary special education work as workers.

Thus, the professional and qualification level of the employees of the enterprise is quite high, allowing to solve the tasks set for the enterprise.

Let's analyze the dynamics of the movement of the number of employees of JSC "Volgocemmach" using the data in table 2.5.

Table 2.5. The movement of labor force in JSC "Volgocemmach" in 2011-2013

Indicator 2011 2012 2013 Average number of employees (HR) 678967735 Employed at the enterprise 3111336 Retired from the enterprise 2224539 including: for study, Armed Forces, retirement 4125 At the end of the contract 796 at their own request 521319 for violation of labor discipline 6119

Let's analyze staff turnover.

Let us determine the coefficient of dynamics of the number of employees according to the formula 1.1:

To d2011 = 311-22/678 = 0.42

To d2012 = 13-245/967 = -0.24

To d2013 = 36-39/735 = -0.004

Let us determine the coefficient of dynamics of the numerical composition according to the formula 1.2:

To dhs2012 = (967-678)/967 = 0.29

To dhs2013 = (735-967)/735 = -0.31

The coefficient of the dynamics of the numerical composition shows an increase in the numerical composition in 2012 compared to 2011 by 29%, in 2013 compared to 2012 a decrease by 31%.

Let's analyze the movement of the labor force.

Let's determine the turnover ratio for hiring employees according to formula 1.3:

To pr2011 = 311/678 = 0.46

To pr2012 = 13/967 = 0.01

To pr2013 = 39/735 = 0.05

The turnover ratio for hiring employees shows a decrease in newly hired employees in 2012 by 45% compared to 2011, and an increase in 2013 by 4% compared to 2012.

Let's determine the retirement turnover ratio according to formula 1.4:

Q2011 = 22/678 = 0,03

Q2012 = 245/967 = 0,25

Q2013 =14/735= 0,02

The retirement turnover ratio shows an increase in layoffs in 2012 by 22% compared to 2011, and a decrease in layoffs in 2013 by 23% compared to 2012.

Let's determine the staff turnover rate according to the formula 1.6:

To t2011 = (5 + 6)/678 = 0.016

To t2012 = (213 + 11) / 967 = 0.23

To t2013 = (23 + 5) / 735 = 0.038

The staff turnover rate in 2011 was 0.016, in 2012 0.23, in 2013 0.038. In 2012, staff turnover increased by 21.4%, in 2013 it decreased by 19.2%.

Let's determine the coefficient of staff constancy according to the formula 1.7:

To ps2011 = (678 + 311 - 7 - 5 - 6)/678 = 971/678 = 1,43

To ps2012 = (967 + 13- 9 - 213 - 11)/967= 747/967= 0,77

To ps2013 = (735 + 36 - 6 - 23 - 5)/735= 737/735= 1,0

The staff retention coefficient shows that in 2012, compared to 2011, the turnover increased by 66% (due to the withdrawal from the shop for the production of kvass and drinks), in 2013, compared to 2012, the turnover decreased by 23 %.

General dynamics of labor productivity in 2011-2013 presented in table 2.6 and fig. 2.5.

Table 2.6. Dynamics of the productivity of workers of JSC Volgocemmash for 2011-2013

Indicator 2011 2012 2013 Growth rate for 2012-2013, % Growth rate for 2013-2012, % Sales volume, thousand rubles (TP)286600232311692908052112.7489.99Average annual number of employees (HR)678967735142.6376.0Average annual output per 1 worker, thousand rubles (Br)4227.143341.443956.3379.04118.4

Table 2.6 shows an increase in labor productivity in 2013 compared to 2012 by 18.4% (table 2.6).

We will analyze labor productivity using the data in Table 2.1 and Table 2.6.

Let us determine the influence of the following factors: output of marketable products (TP) and the number of personnel (H) on the change in labor productivity (PT) by the method of chain substitution, using data for the last two years:

Fri 2012=TP 2012/H 2012= 2641254/967 = 2731.39 thousand rubles / person

Fri conv. =TP 2013/H 2012= 2866002/967 = 2963.81 thousand rubles / person

Fri 2013 fact =TP 2013 fact /H 2013 fact = 2866002/735 = 3899.32 thousand rubles / person

Fri 2013plan =TP 2013plan /H 2013plan = 3000908/745 = 4028.06 thousand rubles / person

Change in labor productivity for 2012-2011 actual:

?Fri 2013 fact = PT 2013 fact - Fri 2012= 3899.32 - 2731.39 = 1167.93. rub./person

including through:

increase in output:

?Fri TP = PT conv. - Fri 2012= 2963.81 - 2731.39 = 232.42 thousand rubles / person

staff reduction:

?Fri H = PT 2013 fact - Fri conv. = 3899.32 - 2963.81 = 935.51 thousand rubles. /person

The change in actual performance from the planned one in 2013 amounted to:

?Fri 2013 fact = PT 2013plan - Fri 2013 fact = 4028.06-3899.32 = 128.74 thousand rubles / person

The total increase in labor productivity in 2013 compared to 2012 amounted to 1,167.93 thousand rubles / person, and due to an increase in output by 232.42 thousand rubles / person, and due to a decrease in the number of personnel by 935.51 thousand rubles per person

Actual labor productivity indicators in 2013 turned out to be higher than planned by 128.74 thousand rubles per person.

Analysis of the level of labor productivity must be considered in close relationship with wages. With the growth of labor productivity, real prerequisites are being created for raising the level of its payment. At the same time, funds for wages must be used in such a way that the growth rate of labor productivity outstrips the growth rate of wages. Only under such conditions are opportunities created for increasing the rate of expanded reproduction.

We will analyze the ratio of the growth rate of labor productivity and the growth rate of wages, we will place the calculation data in table 2.7. The data in Table 1 are used for this. 2.1.

Table 2.7. The ratio of the growth rate of labor productivity and the growth rate of wages in JSC "Volgocemmash"

Indicator 2011 2012 2013 Growth rate 2012 to 2011 Growth rate 2013 to 2012 Volume of production, thousand rubles 2413761264125428660021.0941.085 3560.122731.394035.380.7671.477 Wage fund of employees, thousand rubles

Table 2.7 shows that the actual increase in labor productivity in 2013 compared to 2012 was 1303.99 thousand rubles per person. or 47.7%. At the same time, there was a decrease in wages in 2013 compared to 2012 by 28.2%. In 2012, the growth in average annual output is lower than the growth in wages by 15.2%. In 2013, the average annual output is higher than wage growth by 75.9%.

The analysis of the use of labor resources and labor productivity in 2013 showed the inefficient use of working time of employees as a result of downtime due to the fault of the enterprise, absenteeism and the provision of additional vacations to employees while reducing the actual number of employees. At the same time, the decrease in wages amounted to 28.2%, and the growth in labor productivity amounted to 47.7%.

These indicators indicate an increase in the burden on staff, despite downtime due to the fault of the enterprise, with a simultaneous decrease in wages. If in 2012 the average wage was 18151 rubles, then in 2013 it was 17147 rubles, which is 1004 rubles. smaller. This decrease is also taking place against the backdrop of an increase in overtime work. Such indicators will undoubtedly cause dissatisfaction among the staff.

Let's analyze the use of working time.

The completeness of the use of labor resources can be assessed by the number of days and hours worked by one employee for the analyzed period of time, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers, for each production unit and for the enterprise as a whole (Table 2.8).

Table 2.8. Use of labor resources of JSC Volgocemmash

Indicator 2012 2013 Deviation of the actual (+,-) plan fact from 2012 from the plan , h7.8587.8 minus 0.05 minus -0.2 Total working time fund, h182182814304001370187 minus 451641 minus 60213 Including overtime worked by 1 employee, h9.7-7.6 minus 2.17.6 5586 minus 3502.95586

At OAO Volgocemmash, the actual fund of working time is less than the planned one by 60213 hours. The influence of factors on its change can be established by the method of chain substitution using formulas 2.1, 2.2 and 2.3

?FRV chr = (CR f - Czech Republic pl ) x D pl x p pl, (2.1)

where, ?FRV chr - change in the fund of working time depending on the number of workers; Czech Republic f and CR pl - the number of workers, actual and planned, respectively, D pl and D f - the number of days worked by one worker on average per year, planned and actual, respectively; P pl and P f -the average length of the working day planned and actual, respectively; ?FRV d - change in the working time fund depending on the number of workers worked on average per year,

?FRV d = (D f - D pl ) x CR f x Ppl (2.2)

where ?FRV P - change in the fund of working hours depending on the average length of the working day,

?FRV P = (P f - P pl ) x D f x CR f (2.3

?FRV chr \u003d (735 - 745) x 224 x 8 \u003d -17920 h;

?FRV d \u003d (215 - 224) x 735 x 8 \u003d -52920 h;

?FRV P \u003d (7.8 - 8) x 215 x 735 \u003d -31605 h;

As a result of a decrease in the number of employees by 10 people in comparison with the planned indicators, there was a decrease in the working time fund by 17920 hours. A decrease in the number of days worked by 9 days for each employee led to a decrease in the actual time fund compared to the planned one by 52920 hours. As a result of the decrease in the average length of the day by 0.2 hours in comparison with the planned indicators, there was a decrease in the working time fund by 31605 hours.

As can be seen from the above data, the available labor resources of JSC Volgocemmash are not fully utilized. On average, one worker worked 215 days instead of 224, in connection with which the extra-planned whole-day loss of working time amounted to 9 days or 72 hours per worker, and 6615 days or 52920 hours for all workers.

In fact, they are even higher due to the fact that the actual fund of hours worked includes overtime hours worked. If they are excluded, then the total fund of working hours will be 1311681 hours (1370187-52920 - 5586), which is 1784.6 hours. annual background time per 1 worker instead of the actual 1864.2 hours, which is equal to 10 days of loss of working time per 1 worker. Thus, the actual loss of working time amounted to 19 days per year or 152 hours per 1 worker, or 13965 days or 111720 hours for all workers.

The actual loss of working time due to overtime worked will amount to 31605 hours ((7.6 - 7.8) x 215 x735), and the total loss of working time in comparison with the planned indicators will be 63210 hours. ((7.6 - 8) x 215 x 735).

Reducing the loss of working time for reasons that depend on the labor collective is a reserve for increasing labor productivity, which does not require additional capital investments and allows you to quickly get a return.

To identify the causes of all-day and intra-shift losses of working time, the data of the actual and planned balance of working time are compared (see table 2.9). They can be caused by various objective and subjective circumstances not provided for by the plan: additional leaves with the permission of the administration, diseases of workers with temporary disability, absenteeism, downtime due to malfunction of equipment, machines, mechanisms, due to lack of work, raw materials, materials, electricity, fuel, etc. Each type of loss is analyzed in more detail, especially those that depend on the enterprise.

Table 2.9. Analysis of the use of the working time fund in 2013

Indicator Per one worker Deviation from the plan, actual hour plan per 1 worker for all workers including annual leave1616 - study leave12+1+75maternity leave32-1-75additional leave with the permission of the administration57+2+150illness57.8+2.8+210absenteeism-0.2+0.2+15downtime -4 + 4 + 300 Attendance fund of working time, days 224215-9-675 Budget of working hours, hour 19311906.2-24.8-1860 Pre-holiday shortened days99 - Preferential time for teenagers, hour 22.4 + 0.4 + 30 Intra-shift downtime, hour. -30.6+30.6+2295Useful working time fund, hour19201864.2-55.8-4140Average working shift duration, hour87.8-0.2-15Overtime hours worked, hour-7.6+7.6+ 570Unproductive costs of working time-8.3+8.3+622.5

Table 2.9 shows that most of the losses ((150 + 15 + 300) \u003d 465 hours) are caused by subjective factors: additional holidays with the permission of the administration, absenteeism, downtime, which can be considered unused reserves for increasing the working time fund. Preventing them is tantamount to releasing 0.25 workers (465/1864.2).

The working time budget is underfulfilled by 60,213 hours, which, with the current sales volume in 2013, is 2,866,002 thousand rubles. is tantamount to a shortfall of 125,946.7 thousand rubles. (2866002 x 60213/1370187).

Having studied the loss of working time, it is necessary to establish unproductive labor costs, which consist of the cost of working time as a result of poor-quality services and their correction (marriage), as well as in connection with deviations from the technological process. To determine their value, we use data on losses from marriage (magazine-order No. 10). We will calculate the unproductive costs of working time. The initial data are summarized in Table 2.10.

Table 2.10. Data for calculating non-productive costs of working time in 2013

Indicator Amount, thousand rubles.

According to table 2.10, we determine:

1. The share of wages of employees in the cost:

x 100/ 2771063= 5.46%

The amount of wages in the cost of the final marriage:

x 5.46/100 = 273.27 thousand rubles

The share of wages of employees in the cost of services, excluding raw materials and materials, semi-finished products and components:

/(2771063-1718059) x 100 = 14.36%

The wages of those working on the correction of marriage:

x 14.36 / 100 \u003d 17.66 thousand rubles.

The wages of those working in the final marriage and for its correction:

27 + 17.66 = 290.93 thousand rubles

Average hourly wages for workers:

/ (735x1864.2) = 0.11 thousand rubles.

Working time spent on the manufacture of marriage and its correction:

93 / 0.11 = 2644.82 hours

Thus, the loss of working time due to the release of low-quality products amounted to 2644.82 hours.

To determine the level of output per worker, we will compile an analytical table 2.11.

Table 2.11. Indicators of output per one worker at OAO Volgocemmash in 2013

IndicatorPlant cloth from planabsolute% to planobilege of implementation, thousand rubles. RUB. 30429582908053Minus 1349069555The suburban number of workers, people. 745735Minus 198,68 Centered generation of one employee, thousands of rubles output of 1 worker, thousand rubles 2.1272.092 minus 0.03598.35

According to Table 2.11, it can be seen that the average annual output per worker actually decreased by 127.96 thousand rubles. The average daily hourly output per worker actually decreased by 35 rubles.

This deviation is caused by the influence of the following factors:

a decrease in the number of personnel compared to the plan;

loss of working time;

the presence of marriage;

unproductive work time.

Reducing the loss of working time is one of the reserves for increasing output. It is in the power of the enterprise to reduce the loss of working time that occurred through the fault of the enterprise. To calculate it, it is necessary to multiply the loss of working time (DW) due to the fault of the enterprise (downtime and unproductive costs of working time, table 2.9) by the planned average hourly output (NWpl) (table 2.11):

D VP = PDF ´ NVpl (2.4)

D VP1 slave \u003d (4 + 30.6 + 8.3) ´ 2.127= 91.24 thousand rubles

?D VP \u003d 91.24 x 735 \u003d 67061.4 thousand rubles.

Thus, the reserve for increasing output is 67,061.4 thousand rubles.

2.3 Analysis of labor discipline

We determine the coefficient of labor discipline according to the formula 1.10:

To td12011 = 678 - 6 / 678 ​​= 0.991

To td12012 = 967 - 11 / 967 = 0.988

To td12013 = 735- 9 / 735 = 0.997

Labor discipline in 2012 compared to 2011 improved by 0.3%. In 2013, compared to 2012, labor discipline deteriorated by 0.1%.

We determine the proportion of violators of labor discipline according to formula 1.12:

H td12011 = 6/678 x 100 = 0.884%

H td12012 = 11/967 x 100 = 1.137%

H td12013 = 9 / 735 x 100 = 1.22%

The data show that in 2013 labor discipline worsened by 0.06% compared to 2012.

According to the data presented by the personnel department, for reasons of violation of labor discipline, Table 2.12.

Table 2.12. Causes of violation of labor discipline in 2011-2013

Type of violation of labor discipline 2011 2012 2013 people % people % people % Systematic tardiness to work 233.3218.18 - Appearance at work in a state of intoxication 233.319.09111.11 Failure to comply with management orders 116.7327.27333.33 performance of their duties, which led to a deterioration in quality116.7545.45555.56Total6100111009100

According to table 2.12, it can be seen that the main causes of violation of labor discipline are failure to comply with the instructions of the management and improper performance of their labor duties, leading to a deterioration in product quality.

According to Table. Table 2.12 shows that in 2012, compared to 2011, the increase in violations due to failure to comply with the instructions of the management amounted to 3 people against 1 person in the previous period, which is 10.57% more in specific weight. In 2013, 3 people also committed violations under this article, but the share of these violations increased by 6.06%.

Improper performance of their duties, which led to a deterioration in quality in 2012, was committed by 5 people against 1 person in 2011, which is 28.75% more in the proportion of all violations. In 2013, 5 people also committed violations under this article, but the share of these violations increased by 10.11%.

A positive factor is the absence in 2013 of violations of labor discipline due to being late for work.

With violations of labor discipline, there is a connection with a deterioration in the quality of products and an increase in the level of marriage. Therefore, a survey was conducted among the plant's employees on the subject of job satisfaction, and the labor potential of employees was studied.

The key evaluation parameters were chosen, reflecting the state of the labor potential of the workshop: education, work experience, job satisfaction. Indicators by level of education are presented in Table 2.4. In 2013, the number of employees with higher education was 137 people, the number of employees with secondary specialized education was 142 people. Thus, the number of employees with higher and secondary specialized education was 37% (137+142/735 x 100).

The data on the length of service of employees is presented by the personnel service of the enterprise. The number of employees with more than 2 years of work experience at the enterprise is 68%. Table 2.13 shows the values ​​of the indices reflecting the state of the labor potential of OAO Volgocemmash.

Resource index name Reference value, points Actual value, points1. Employee education index522. Employee experience index643. Job satisfaction index5174. Integral index1623

Thus, the labor potential according to the method of L. Ismagilova-T. Gilevoi employees of JSC "Volgocemmash". is average.

We will analyze the satisfaction of staff with work according to the method of Rozanova V.A. (see Table 2.14). The survey involved 30 people. Taking the answers “quite satisfied” and “satisfied” as the general formulation of “satisfied”, and the answers “not quite satisfied”, “not satisfied” and “extremely dissatisfied” as the general formulation of “not satisfied”, we will make a diagram of answers (see Fig. 2.7 ).

Table 2.14. The results of the survey according to the Rozanova method V.A.

Quite satisfiedSatisfiedNot quite satisfiedDissatisfiedVery dissatisfiedYour satisfaction with the organization where you work714342Your satisfaction with the physical conditions (heat, cold, noise, etc.)5101131Your job satisfaction118740Your satisfaction with the coherence of the actions of employees89643Your satisfaction with the leadership style of your boss612543Your satisfaction with the professional competence of your boss1087010870 381063 Your satisfaction with possible promotions 381153 Your satisfaction with the extent to which you can use your experience and abilities in your work 711732 Your satisfaction with the job requirements for intelligence 515343 Your satisfaction duration of the working day1610400V to what extent would your job satisfaction affect your decision if you were looking for a job561072Total score791041006735

Based on table 2.14, we can conclude that the greatest dissatisfaction of the staff is the current salary; existing position on the promotion of employees.

8 people are not completely satisfied with the existing wage system, 14 people are not satisfied, 5 people out of 30 respondents are extremely dissatisfied, i.е. 27 out of 30 respondents or 90% of the staff are not satisfied with their salary.

10 people are not completely satisfied with the existing system of professional advancement, 6 people are not satisfied, 3 people out of 30 respondents are extremely dissatisfied, i.е. 19 out of 30 respondents or 63.3% of the surveyed personnel are not satisfied with the system of professional training and promotion.

Thus, the staff is most dissatisfied with the level of wages and the system of professional advancement and training at OAO Volgocemmash. Staff dissatisfaction with these factors causes a deterioration in labor discipline. Consequently, the improvement of labor discipline at the enterprise will be facilitated by improving the motivation of employees through an increase in wages, as well as an increase in the qualification level of employees.

We will evaluate social programs at the enterprise. A study of the company's social package showed that the director's order on the social guarantees provided to employees is prepared annually.

In addition to paying sick leave from the federal social insurance fund, employees have the following social guarantees in 2013:

Allowance for the birth of a child in the amount of 8000 rubles.

Allowance for the burial of an employee of the enterprise in the amount of 10,000 rubles.

Retirement benefit in the amount of the employee's monthly salary.

Allowance for anniversaries of 55 and 60 years in the amount of 3000 rubles.

The enterprise does not have contracts with kindergartens and polyclinics for the care of employees and children of employees, does not compensate for payment for kindergartens to employees. And since the employees are not employees of OJSC Volgocemmash and are not classified as budget employees, parents have to pay 100% for the maintenance of children.

The company does not have 13 wages and compensation for vacation. Employees are reluctant to go on vacation, because vacation pay is very small. Many employees have accumulated unused vacations for several years, and compensation for unused vacations is not provided for at JSC Volgocemmash.

In 2013, all employees under the presidential program underwent a medical examination. As a result, 50% of employees have chronic diseases. The lack of compensation for operations practiced at many enterprises, material assistance, compensation for sanatorium treatment makes workers seek Better conditions labor.

From fig. 2.11 it can be seen that the largest share is occupied by such programs as compulsory health insurance and paid days of temporary disability - 22% each, the smallest - paid holidays (there is no double payment on weekends and holidays) - 4%.

For the purpose of a detailed assessment of the social satisfaction of the personnel at the enterprise, a survey of employees was conducted with a five-point assessment of the existing social programs. The survey results are presented in Table 2.15.

Table 2.15. Survey of social satisfaction of the personnel of JSC "Volgocemmash"

Question? Average score of the total number of respondents, pers. TOTAL points 123451. Paid holidays +38382. Paid holidays+1903. Paid days of temporary disability +1904. Paid rest break time05. Paid lunches06. Compulsory medical insurance at the enterprise +1907. Additional pension insurance at the enterprise08. Accident and long-term disability insurance09. Providing free parking010. Financial assistance +7611. Provision of recreation and entertainment facilities for employees +7612. Medical care at the enterprise013. Compensation for spa treatment014. Delivery of personnel by company transport, compensation for transport015. Provision of kindergartens, camps for the children of employees016. Incentives for anniversaries+114TOTAL:874

According to the social survey, Table 2.11 shows that the state social programs at the enterprise are implemented at 100% (payment for sick leave, compulsory medical insurance, ...).

Thus, based on the evaluation of the social programs of OAO Volgocemmash, a number of social problems have been identified that require measures to overcome them.

pivot table existing problems at OAO Volgocemmash is presented in Table. 2.16.

Table 2.16. Summary table of existing social problems at OAO Volgocemmash

Factor (reason) influencing the occurrence of problemsProblemEventsLack of a social programLack of medical care at the enterprise compensation payments for sanatorium-resort treatmentOrganization of sanatorium-and-spa treatment for employees of the enterprise and their families Lack of a social programPartial provision of recreation and entertainment facilitiesStimulation of employees' work by providing a subscription to visit the poolLow wagesTurnover of personnelSupplements

.1 Substantiation of the problems of reducing labor discipline

Objective analysis of the qualitative composition personnel OJSC Volgocemmash testifies that, despite the fact that the enterprise ended 2013 with good results, all this was achieved by increasing the workload on the staff due to a decrease in the number, which causes dissatisfaction among the staff, because the increased workload by 18.4% does not correspond to the increase in wages (its decrease was 28.2%). Increasing the burden on staff and dissatisfaction with existing wages leads to a decrease in labor discipline.

Lack of training and mentoring causes an increase in marriage in the enterprise. Losses of working time due to the release of low-quality products amounted to 2607 hours. - the reserve for increasing output is 66153.08 thousand rubles.

Urgent measures are required to create programs for the training, retraining and advanced training of workers. Mentoring is not developed at the enterprise - young workers are immediately included in the work after the briefing.

Of great importance for strengthening the composition of the staff of workers and employees of JSC Volgocemmash are the regulatory consolidation and practical use of moral and material incentives, motivational mechanisms, especially in terms of remuneration, encouraging employees to conscientious work, continuous self-education and professional improvement, strict adherence to moral and ethical standards.

It is necessary to develop a motivating social package in order to reduce staff turnover, especially for highly qualified ones.

In order to improve the quality of products, as well as improve the quality of labor, it is proposed to introduce the following program for the training, retraining and advanced training of the workers of Volgocemmash OJSC:

The organization and planning of training, retraining and advanced training of personnel should be carried out by the personnel department based on the need of the enterprise for specialists of various qualifications in the relevant professions, based on the management in the field of quality, taking into account the prospective development of production, according to requests from heads of departments.

Develop annual long-term plans for personnel training based on requests from heads of departments, coordinate with the chief engineer and chief accountant, and approve by the general director of OAO Volgocemmash.

Establish the Board of OAO Volgocemmmash for training, retraining and advanced training of personnel as an advisory body to consider the most important and promising issues of vocational training. This council should also be an examination attestation commission headed by the chief engineer. The council should include heads of services and divisions of the plant.

The management of vocational training shall be entrusted to the chief engineer.

The head of the personnel department, engineers, skilled workers should be responsible for the full implementation of training programs and for the quality of the professional training of workers.

) Training of workers.

briefing;

mentoring;

Introduce a system of attestation of workers, for which purpose once every three years to create an attestation commission from the heads of the enterprise: attestation of workers is carried out on the basis of the presentation of foremen on the basis of professiograms.

These measures shall be fixed in the collective agreement of OAO Volgocemmash.

The worker training program includes:

) All newly hired workers who do not have a profession (specialty) must undergo vocational training in the scope of the requirements of the qualification characteristics of the initial level of qualification in the profession and according to the approved program.

) The Human Resources and Occupational Safety Department should send new workers to study at educational institutions in the city of Togliatti after they have been hired in accordance with the current labor legislation.

The process of professional advancement should be built on the following stages.

When applying for a job, young specialists undergo a safety briefing conducted by a foreman.

The briefing is an explanation and demonstration of working methods directly at the workplace and is carried out by the foreman at the initial commissioning of the worker.

At the briefing, workers are informed about the mode of operation of the enterprise. The place of work of the worker is shown, informing about safety measures at the workplace and throughout the enterprise is carried out. The worker signs in the introductory briefing log, primary briefing log, fire safety briefing log.

In addition, the master is instructed on the requirements for the quality of products.

Then, for a period of 3 to 12 months, a mentor is attached to the young specialist. For the work of a mentor, a monthly allowance of 10% of the salary is provided.

Mentoring is formalized by order, with fixing the responsibility of the mentor for the training of the worker, the duration of the training and the level of additional payments for training to the mentor. After the period of training of a young specialist established for each specialty, the worker is attested, a rank is assigned and wages are increased. In case of successful attestation of the worker, a one-time encouragement of the mentor in the amount of 50% of the salary is made.

The benefits of mentoring are clear as learning takes place on the job and is characterized by direct interaction with normal work in a normal work situation. The defining characteristic here is that training is organized and conducted for a specific person in a specific profession, taking into account the specifics of production. Mentorship is preferred for developing the skills required for a specific job.

Mentoring is divided into three periods:

the period of exercises, when typical techniques and operations are shown, mastered and fixed;

the period of performance of training and production tasks, when, with the help of mastered typical techniques and operations, a number of gradually becoming more complex tasks and their combinations are performed;

the period of independent work, when the trainee performs work at the workplace, which he will occupy after training, is accustomed to independent work.

The third period ends with a qualifying test.

Task of mentors:

instill professional skills in students;

to teach the most rational working methods based on the experience of a mentor;

master the standards of production, the achievement of quality indicators.

The process of self-education of workers is given great importance, since it is associated with the individual characteristics of a person in the assimilation of knowledge. The task of mentors and instructors is to teach workers to use primary sources.

Volgocemmash OJSC conducted a survey of 30 workers regarding their attitude to self-learning. 9 people answered that they had some difficulties in studying special literature. Almost a third of the students surveyed said that they had difficulty finding the most important ideas on the topic of training in the sources recommended for self-study. 11 people noted incomplete knowledge of the scientific content of the concepts and categories used. 2 people stated that they did not know how to generalize the ideas presented by the author; 4 people refer to the inability to apply the studied material directly to manufacturing process. Only 4 out of 30 respondents do not experience any of the above difficulties.

Thus, it can be seen that the workers of OAO Volgocemmash experience difficulties with self-education.

Workers should be trained to use primary sources. It is necessary to organize a seminar for workers in order to overcome difficulties in studying primary sources. Orientation can be different. For example, simply indicate which ideas are placed on which pages of the source. Give similar examples on the application of knowledge from the primary source, etc.

The internal system of advanced training should be carried out in the following areas: advanced training; work quality training; safety training.

An analysis of the provision of employees with a social package revealed that social programs in OJSC Volgocemmash are extremely small, which affects labor discipline, since it reduces the commitment of employees to the enterprise.

It is proposed to include the following activities in the motivating social package:

.Conclude an agreement on medical care for employees of the enterprise.

The proposed social programs will make it possible to achieve a reduction in staff turnover, and improve the health of workers and labor discipline.

3.2 Development of a plan for improving the professional competence of employees and calculating the economic efficiency of the project

In order to improve labor discipline, it is necessary to increase the interest of personnel in quality and productive labor. To this end, it is proposed to improve the system of personnel training in order to improve their skills. To do this, it is necessary to draw up a schedule for training workers in the following areas: practical training in specialties; practical tasks; seminars on the study of advanced production experience, advanced techniques and methods of work. Fix in the order the persons responsible for the training (foremen, foremen, skilled workers).

The purpose of practical classes is to consolidate theoretical knowledge and apply this knowledge in practice, develop independent thinking. Training is carried out in the form of an interview. As a rule, the interview ends with the study of the topic of the full involvement of the participants in the active process of collective discussion and comprehension of the topic, which makes it possible to reveal the knowledge and opinions of students on complex issues.

Starting the interview, the instructor determines in the introduction the direction of the collective discussion, recalls the content of the topic, sets the main task, and determines the main questions. The introduction lasts up to 10-15 minutes. Next, the instructor invites listeners to speak. When preparing for an interview, the instructor needs to think over in advance the questions that correspond to the activation of the listeners, the development of discussion, polemics.

Most effective method conducting practical exercises is a method practical tasks. The purpose of this method is to instill in students the skills of analyzing and evaluating certain facts, phenomena, situations; learn to make generalizations and conclusions, develop recommendations and participate in their implementation. The performance of listeners with thematic conversations contributes to the development of their ability to clearly formulate and freely express their thoughts, to defend their convictions.

Advantages of the method of practical tasks:

allows workers to get acquainted with the experience of other organizations;

promotes the development of practical skills in making group decisions, effective discussion;

specifies the studied theoretical approaches.

Despite the many positive aspects of this method of conducting classes, the instructor must remember that practical tasks are not an end in themselves, but a means to help students creatively acquire knowledge and apply this knowledge in practice.

In the process of practical tasks, practical classes are held to master the methods of working on complex equipment under the guidance of a mentor and masters using the copying method, i.e. automatic repetition of work methods on complex equipment.

Quality and safety training should be carried out in the form of monthly seminars with the involvement of a safety engineer and a specialist from the head of the laboratory for quality control of raw materials and finished products (“Quality School”).

At the seminars, an analysis is made of practical situations, committed safety violations that occurred during work; the main reasons for product defects are described; training of workers is carried out according to special programs that are aimed at studying the ISO 9000 quality system; the facts of best practices at similar enterprises, both domestic and foreign, are given. Workers are informed about penalties for the production of low-quality products, about incentives for quality work and prevention of violations of safety regulations.

The seminar is built on the principle: first listening to the instructor's report, then discussion.

To improve the skills of workers at the expense of the enterprise, the following measures are recommended:

) Training of qualified workers at the university in order to secure them in production and transfer them to engineers.

) Courses for foremen are created in order to form a reserve of foremen from among the most advanced workers. Their goal is: to increase the level of knowledge in such areas as production and management, improve the quality of products, labor legislation, and labor protection;

) Refresher courses in specialties approved by the General Director. So, for example, for adjusters of automatic lines, once every 3 years, conduct vocational training to confirm qualifications;

) Targeted courses for studying new equipment and technology, improving product quality, labor protection, etc.

) Teaching related professions. So, for example, an equipment repairman is being trained as an adjuster of automatic lines; the confectionery mix maker is being trained as a product quality controller;

Training is carried out in training centers in Togliatti. By profession, an adjuster of automatic lines, a mechanic, a repairman, an inspector, as well as in the areas of quality and labor protection, conclude an agreement for training with the Training Center of OJSC AVTOVAZ.

Introduce a system of attestation of workers, for which purpose once every three years to create an attestation commission from the heads of the enterprise: attestation of workers should be carried out on the basis of foremen's presentation on the basis of professiograms. The personnel department should develop professiograms of work processions by ranks and specialties. An example of a professiogram is given in Appendix 6. In the case of training workers in third-party educational organizations, their certification should be carried out by commissions of educational institutions with the issuance of certificates and certificates of assignment or advanced training (rank).

Thus, the strengthening of labor discipline is built on the basis of achieving an interest in training and retraining and advanced training of personnel, which ultimately leads to the production of quality products and an increase in wages. These activities are achieved as a result of advanced training, consisting in:

introduction of mentoring;

on-the-job training;

training in courses, seminars, universities;

introduction of an attestation system.

The plan for the professional training of workers of JSC Volgocemmash is presented in Table 3.1.

Table 3.1. Plan for professional training of personnel of Volgocemmach OJSC for 2014

No. No. Planned activities Responsible personNumber of personnel training covered Training period 1. Briefing when hiring a foreman Newly hired workers once 2. Attaching a mentor foreman Newly hired workers January-December 3. Training in self-training methods for a master Everyone 1 time per year 4. Practical training for a master, mentors, skilled workers Newly hired workers, everyone 1 time per month5. Practical tasks foreman, mentors, skilled workers Newly hired, all comers 1 time per month 6. Seminars on advanced production methods master 3 groups according to work profiles: machine operators, production technology, controllers 1 time per quarter 3 classes according to the profile 7. School of quality chief engineer All workers 2 times a year 8. Briefing safety engineer safety engineer All workers in accordance with the law 9. Education at the university head of the personnel department 2 people in absentia 10. Training in training centers head of the personnel department 46 people as groups are completed P

The cost estimate for the proposed system of vocational training of workers for 2014 is presented in Table 3.2. Table 3.2

Costs for vocational education

Types of vocational educationNumber of studentsCost of trainingTraining costs, rub.1. Education at a university 240 00080 0002. Courses for foremen at the VAZ Training Center 610 00060 0003. Advanced training at the VAZ Training Center: repairmen; - adjusters of automatic lines; - supervisors 10 10 6 6,000 6,000 4,500 60,000 60,000 27,0004. Targeted courses at the VAZ Training Center: - quality improvement courses; - labor protection courses; - courses for mastering new equipment 4 6 6 5,000 5,000 8,000 20,000 30,000 48,0005. Training in related professions at the VAZ2010 Training Center 000200 0006. Additional payment for mentoring*30-1657 500TOTAL: 982242 500

Financing of training, retraining and advanced training should be carried out from the profits of the enterprise. The gross profit of the enterprise for 2014 is planned to be at least the level of 2013, i.e. 136989 thousand rubles

Thus, professional training will cover 100% of the personnel in terms of in-plant training; 100% of newly hired employees are mentored and 18.42% are on advanced training courses at Training Centers and Universities.

Responsibility for the implementation of the personnel training program should be entrusted to the personnel department, which produces the timely execution and preservation of the protocols of the factory examination commission, as well as for filling out the personal cards of employees on the assignment of categories.

The occupational health and safety engineer should be responsible for the timely organization of training and testing of workers' knowledge of safe working conditions.

Heads of departments should be responsible for the timely training and development of personnel and the timely submission of applications for vocational training.

Applications must be submitted to the Human Resources and Occupational Safety Department one calendar month before the beginning of the next year and, as necessary, make adjustments to the proposed training program.

As a result of the introduction of the personnel training system, 18.42% of the employees of OAO Volgocemmash will be promoted.

The introduction of a vocational training system will increase promotion within the enterprise and motivation, improve the qualifications of employees, and limit the recruitment of "expensive" qualified personnel from outside.

The growth of qualification allows the worker to perform more complex work and spend less time on the manufacture of products.

The most important condition for advanced training is a better performance of work, which reduces the amount of marriage and the time to correct it.

Thus, the educational system at the enterprise is able to act as the most important factor in the motivational mechanism precisely because the learning process is impossible without the desire of the students themselves: you cannot force them to learn. Therefore, if there is a desire to learn, there will be a result.

To calculate the economic efficiency, we will use the calculation of the savings in the number of employees due to the implementation of the proposed measures.

As a result, it is expected to obtain the following indicators of strengthening labor discipline:

Reduce the number of marriages, tk. in the brigades there is not a large percentage of new people who spend time on training, and the cost of correcting defective products has also decreased, due to the rationalization and cooperation of labor operations, there has been a reduction in the number of employees. The savings in numbers due to the reduction of marriage is calculated according to formula 3.1:

E ch1 = (Bbases- Bpl) xChrab.base . (3.1)

where E h - conditional release of the number of employees, people; B bases , B sq. - losses from marriage as a percentage of the cost of production, %. The percentage of marriage is the sum of the cost of rejected products 5007 thousand rubles. and is 18.07% of the cost of production; H working bases working base = 532 people

E ch1 = (18,07 - 8) x 532 = 53.57 people

2. There should be a reduction in losses from intra-shift downtime, which is calculated using formula 3.2:

E ch2 = (tcmp.bases-tcmp.factl) x Hcalc.x Hslave. (3.2)

frv x K ext

where t cm p.bases , t cm p.fact - loss of working time due to intra-shift downtime in the base and reporting periods, hours; H calc - estimated number of personnel, pers. H calc =735 people; H slave - the share of workers in the total number of industrial and production personnel, H slave = 532/735 = 0.72; F rv - working time fund of one worker, hour. F rv =7.8 hours; To ext - coefficient of performance of production standards, K ext=0.98 (norm).

E ch2 = (0,5 - 0,4) x 735 x 0.72= 6.93 people

3. The combination of professions and functions will significantly increase the time of employment of workers who, due to production conditions, cannot be fully loaded in their main profession. In this case, the number savings are made according to the formula 3.3:

E ch3 = (H - Hwith) x (tc.s.-tz.n) . (3.3)

tcm

where N - the number of workers who, according to the conditions of production, cannot be fully loaded in their main profession, people. H \u003d 332 people. (data from the personnel department); H with - the number of workers combining professions and functions, pers. H with = 112 people (data from the personnel department); t h.c - average time of employment of a worker in the main and combined profession, hour; t z.n - average time of employment of a worker who does not combine professions, hour; t cm - duration of the work shift, hour.

E ch3 = (332 - 112) x (7.9 - 7.7)= 5.5 people

4. Labor savings due to advanced training is calculated according to formulas 3.4 and 3.5:

E ch4 = Hextx?Hin (3.4)

H in = ?Hin 2- ?Hin 1 (3.5)

Hv1

where? in increase in the level of fulfillment of the labor norm,%; ?H in 1 ; ?H in 2 - levels of performance of labor standards before and after advanced training, %; H ext - the number of workers who have increased the level of compliance with the standards as a result of advanced training (certification), people. Chvn =532 people

H in = 98 - 96,5 = 1,55%

E ch4 = 532 x 1.5= 7.98 people

5. Saving the number by increasing the working capacity of employees, expressed in reducing the whole-day loss of working time due to temporary disability due to occupational morbidity or industrial injuries (observance of safety regulations, improvement of working conditions) is determined by formula 3.6:

E ch5 = (1 - Tnor sweat) x H slave. bases (3.6)

T fact sweat

where T nor sweat , T fact sweat - time of losses normalized and actual due to temporary disability, hours;

H working bases - the number of workers in the base period, pers. H working base = 532 people

E ch5 = (1 - 0,1 ) x 532 = 48.36 people

6. Saving labor force by increasing labor activity (with the introduction of incentives and measures to increase the motivation of labor activity) is calculated according to formula 3.7:

E ch6 = (1 - Nv.base) x Chrab.base (3.7)

Nv.pl

where H v.bases , N w.pl . - fulfillment of production norms in the base and planned periods, %.

E ch6 = (1 - 96,5 ) x 532 = 2.74 people

7. The savings in headcount due to the discipline of employees (loss of working time) is calculated according to formula 3.8:

E ch6 = tsee p. (3.8)

fvr

where t see p. - intra-shift losses, man/hour, t see p. \u003d 30.6 people / hour; F vr - fund of working time, hour.

E ch7 = 30,6 x 532 = 3.83 people

8. The increase in labor productivity as a whole due to savings in headcount is calculated according to formula 3.9:

P t = ?Ehx 100 (3.9)

H working base - ?E h

where? h - number savings due to the implementation of the proposed measures, people.

E h = E ch1 + E ch2 + E ch3 + E ch4 + E ch5 + E ch6 + E ch7 = 53.57 + 6.93 + 5.5 + 7.98 + 48.36 + 2.74 + 3.83 = 130.91 people

P t = 130.91 x 100 = 32,63%

Savings on wages (wage fund) is calculated using formula 3.10:

E f.zpl = ?E h x W cf. x Isocial report . (3.10)

where Zsr. - average salary after the implementation of measures, rub.; I social report . - index of social contributions from the wage fund, it is equal to 1.3

E f.zpl \u003d 130.91x 16.545 x 1.3 \u003d 2815.68 thousand rubles.

Savings of semi-fixed costs due to an increase in the volume of production is calculated using formula 3.11:

E pack = Wpackx?P t (3.11)

where Z pack - semi-permanent income in the planned year, thousand rubles. W unitary enterprise = 2242.5 thousand rubles;

E pack = 2242.5 x 32.63= 731.73 thousand rubles.

11. The payback period for investments in personnel training is calculated according to formula 3.12:

T = Wpack (3.12)

E f.zpl +E pack

T = 2242,5 = 0.63 years

2815,68 + 731,73

The payback period for investments in training will be 0.63 years or 7.6 months, which satisfies the conditions for the payback of cash investments in a market economy no more than 3 years.

The economic calculation showed that the cost of implementing the proposed measures to improve the training and retraining of the workers of Volgocemmash OJSC will amount to 2242.5 thousand rubles, and the savings as a result of the implementation will amount to 3547.41 thousand rubles, which is 1304.91 thousand roubles. more costs.

3.3 Development of a motivational social package and calculation of the economic efficiency of the project

Maintaining and strengthening the health of employees and their families will help the event to conclude a contract for medical care for employees. This direction includes a number of measures aimed at maintaining the health of workers at a level that ensures their successful and reliable professional activity to create favorable conditions for health promotion.

It is necessary to conclude an agreement for the service of employees with a general practitioner and a dentist. Responsibility for the development and implementation of this measure by the order of the director is assigned to the personnel manager.

For the conclusion of two contracts: for medical care by a therapist and dental services, a company lawyer was involved.

An economist was involved to assess and analyze the costs and economic efficiency of the proposed measure.

The procedure for concluding contracts will not bring economic costs to the enterprise.

The monthly cost of the therapist's services will be 6,000 rubles.

Volgocemmach employees and their family members will be able to visit the dentist twice a week at certain hours, according to the issued coupons.

It is planned to issue 16 coupons to the enterprise every month. The Human Resources Manager will be responsible for allocating coupons for dental services. The monthly cost of dental services will be 8,000 rubles. Thus, the current costs of paying for services to medical workers will be: (6000 + 8000) x 12 = 168,000 rubles. in year.

The introduction of measures to conclude contracts for medical care will reduce staff turnover, which in turn will lead to an increase in labor productivity and, according to forecast data, the average annual output of 1 worker will increase by about 10%, therefore, the volume of services provided will be 3,198,854.5 (3,956.53x1.1x735 ) thousand roubles.

According to a survey of Volgocemmash personnel, 94.74% of employees expressed their approval for the implementation of an event to conclude a contract for medical care for personnel. 5.26% (that's 2 people) refrained from commenting. Table 3.3 presents the input data needed to calculate the proposed activity.

Table 3.3. Initial data used in the calculation of the event for concluding a contract for medical care for personnel

Indicator name Quantity Annual volume of work and services rendered before the event, thousand rubles 2908052 Annual volume of work and services rendered after the event, thousand rubles 3198854 Average annual output of one worker, thousand rubles 3956.53 Average headcount before the event, people 735Average headcount after the event measures, persons 735Wage fund, thousand rubles 151240Deductions for social needs, %32Conditionally fixed costs (cost), thousand rubles 2771063Costs for the implementation of the event, thousand rubles168

Using the data in Table 3.3, we define economic effect from the event, the calculation data will be placed in table 3.4.

Table 3.4. Calculation of the economic efficiency of the event for concluding a contract for medical care for personnel

Indicator Unit measurement. Calculation method Calculation Increase in production volume% P = (O2 - O1) / O1 x 100, where O1, O2 - annual production volume before and after the implementation of the measure P = (3198854-2908052) / 3198854 x 100% = 9.09 Relative savings number of people Ech \u003d P1 x (1 + P / 100) - P2, where P1, P2 - the number of employees before and after the implementation of the eventEch. \u003d 735 x (1 + 9.09 / 100) - 735 \u003d 66 Increase in labor productivity as a result of an increase in output per worker%? PT \u003d (B2 - B1) / B1 x 100, where B1, B2 - output per worker before and after the implementation of the measure В1 = 3956.53; B2 = 3956.53 x 1.0909 = 4316.17 rub.Es/s s/n = year х Ech, where year is the average annual salary of one working Es/s s/n = 151240/735 x 66 = 13580.73 Savings on social contributions thous. rub.Es / s according to otch. \u003d Es / s s / n x 0.3 Es / s according to otch. \u003d 13580.73 x 0.3 \u003d 4074.22 Savings of semi-fixed costs per unit of production thousand. rub., where U - conditionally fixed costs; WB and IDPs - annual output before and after the implementation of the activity

E s/su-p = (2771063/ 2908052) - (2771063 / 3198854) x3198854 = 277103.22 Conditional annual savings for the event, thousand. RUB.E y/g = E s/s s/n + E s / s to otch. + E s / s u-p E y/g = 13580.73 + 4074.22 + 277103.22= 294758.17 RUB.E uh = E y/g - Z implemented, where Z implemented uh = 294758,17 - 168 = 294590,17Thus, as a result of the introduction of measures to conclude a contract for medical care, according to the calculated data of Table 3.4, labor productivity growth will be 9.09%, savings on wages will be 13580.73 thousand rubles, savings on social benefits will be equal to 4074.22 thousand rubles, and the annual economic effect of the proposed measure is 294,590.17 thousand rubles. Based on this social indicator, it is easy to calculate that it is beneficial for an enterprise to keep a dentist on staff.

The next step in improving social programs at the enterprise is to introduce an event to organize sanatorium treatment with treatment compensation in the amount of 50% for employees of the enterprise and 10% for their families.

Maintaining and strengthening the health of workers and their families includes a number of measures aimed at maintaining the health of workers at a level that ensures their successful and reliable professional activities, at creating favorable conditions for improving the health and organizing a good rest for workers and their families, namely :

Carrying out medical and preventive, sanitary and hygienic, anti-epidemiological work aimed at preventing professional and infectious diseases, on the basis of the medical and sanitary unit.

The enterprise provides for the provision of first aid, occupational and sudden illnesses, preventive vaccinations, vaccinations against various diseases, etc.

Carrying out sanitary and preventive and rehabilitation treatment on the basis of the sanatorium-dispensary of the enterprise, as well as on the basis of the Nadezhda sanatorium in Togliatti.

Carrying out sanatorium treatment and recreation for employees of the enterprise and their families in sanatoriums and boarding houses on the coast of the Black Sea, Caucasian mineral waters, Moscow region and Penza region.

Wellness and summer rest children of employees of the enterprise in sanatoriums and children's health camps.

The staff of the enterprise independently chooses a sanatorium for sanatorium treatment, agrees on payment for this treatment and provides the accounting department of the enterprise with photocopies of payment receipts, copies of documents of their family members and other documentation necessary for accounting.

Economist in the company's budget makes changes to the line of social security, according to the order to reimburse part of the cost of sanatorium treatment. However, the amount for compensation for sanatorium treatment is planned at the beginning of the year and can only be changed with the consent of the director. In 2014, it is planned to spend the funds remaining with the enterprise for the next period to compensate for the sanatorium treatment - retained earnings. Retained earnings in 2013 166,690 thousand rubles. (Appendices 1-3).

In order not to disrupt the process of generating funds at the enterprise, we plan that the enterprise will spend 10% of retained earnings 2013, which will be: 16669 (166690 x 0.1) thousand rubles. in year.

The volume of work performed according to forecast data will increase by 5% due to a reduction in staff turnover and interest in the result of labor and will amount to 3,053,452 (3,956.53 x 1.05 x 735) thousand rubles.

Table 3.5 presents the initial data necessary to calculate the arrangements for the organization of sanatorium treatment for employees of the enterprise and their families.

Table 3.5. Initial data used in the calculation of measures for the organization of sanatorium treatment for employees of the enterprise and their families

Indicator name Quantity Annual volume of works and services rendered before the event, thousand rubles 2908052 Annual volume of works and services rendered after the event, thousand rubles 3053452 Average annual output of one worker, thousand rubles 3956.53 Average headcount before the event, persons 735Average headcount after the event measures, people 735Wage fund, thousand rubles 151240Deductions for social needs,% 32Conditionally fixed costs, thousand rubles 2771063Costs for the implementation of the event, thousand rubles 16669

Using the data in Table 3.5, we will determine the economic effect of the event, the calculation data will be placed in Table 3.6.

Table 3.6. Calculation of the economic efficiency of the event for the organization of sanatorium treatment for employees of the enterprise and their families

Indicator Unit measurement. Calculation method Calculation Increase in production volume% P \u003d (O2 - O1) / O1 x 100, where O1, O2 - annual production volume before and after the implementation of the measure P = (3053452-2908052) / 3053452 x 100% \u003d 4.76 Relative savings number of people Ech \u003d P1 x (1 + P / 100) - P2, where P1, P2 - the number of employees before and after the implementation of the eventEch. \u003d 735 x (1 + 4.76 / 100) - 735 \u003d 35 Labor productivity increase%? PT \u003d (B2 - B1) / B1 x 100, where B1, B2 - output per worker before and after the implementation of the event B1 \u003d 3956.53 ; B2 = 3956.53 x 1.05 = 4154.36 rub.Es / s s / n \u003d year x Ech,

where year is the average annual salary of one working ES / s salary = 151240/735 x 35 = 7201.9 Savings on social contributions thousand. rub.Es / s according to otch. \u003d Es / s s / n x0.3 Es / s according to deductions. \u003d 7201.9 x 0.3 \u003d 2160.57 Savings of semi-fixed costs per unit of production thousand. rub., where U - conditionally fixed costs; WB and IDPs - annual output before and after the implementation of the measureEs/su-p = (2771063/ 2908052) - (2771063 / 3053452) x 3053452 = 138550.6

Conditionally-annual savings for eventsthous. rub.Eu/g = Es/s salary + Es/s according to otch. + Es/s w-p E y/g = 7201.9+ 2160.57+ 138550.6= 147913.07 RUB.E uh = E y/g - Z implemented , where Z implemented - the cost of implementing the measure uh = 147913,07 - 16669 = 131244,07

Thus, as a result of the implementation of measures to organize sanatorium-and-spa treatment for employees of the enterprise and their families, according to the calculated data of Table 3.6, labor productivity growth will be 5%, savings in wages will be 7201.9 thousand rubles, savings in social benefits will be is equal to 2160.57 thousand rubles, and the annual economic effect of the proposed measure is 147675.07 thousand rubles.

Swimming is practically not contraindicated for anyone, so the social program of OAO Volgocemmash should include an event to provide subscriptions to the company's employees to visit the pool.

The average cost of a subscription for a two-time visit to the USC "Olimp", located at the address: Togliatti, Primorsky Boulevard, 49, is 500 rubles. per month, according to the price list.

It is planned to issue a subscription to the pool for 2 months per year for each employee. The one-time cost of stimulating the work of employees by providing a subscription to the pool will amount to 735,000 (735 x 1,000) rubles.

According to forecast data, the volume of work performed will increase by approximately 2% due to a decrease in the time spent on sick leave and will amount to 2,966,210 (3,956.53 x 1.02 x 735) thousand rubles.

Table 3.7 presents the initial data necessary to calculate the measures to stimulate the work of employees by providing a subscription to the pool

Table 3.7. Initial data used in the calculation of measures to stimulate the work of employees by providing a subscription to visit the pool

Indicator name Quantity Annual volume of work and services rendered before the event, thousand rubles 2908052 Annual volume of work and services rendered after the event, thousand rubles 2966210 Average annual output of one worker, thousand rubles 3956.53 Average headcount before the event, people 735 Average headcount after the event measures, people 735Wage fund, thousand rubles 151240Deductions for social needs,% 32Conditionally fixed costs, thousand rubles 2771063Costs for the implementation of the event, thousand rubles735

Using the data in Table 3.7, we will determine the economic effect of the event, we will place the calculation data in Table 3.8.

Table 3.8. Calculation of the economic efficiency of measures to stimulate the work of employees by providing a subscription to the pool

Indicator Unit measurement.Calculation methodCalculationGrowth in production volume% P = (O2 - O1) / O1 x 100, where O1, O2 - annual production volume before and after the implementation of the measure P = (2966210-2908052) / 2966210 x 100% = 1.96 Relative savings in the number of people. Ech \u003d P1 x (1 + P / 100) - P2, where P1, P2 - the number of employees before and after the implementation of the Ech measure. \u003d 735 x (1 + 1.96 / 100) - 735 \u003d 14 Increase in labor productivity as a result of an increase in output per worker%? PT \u003d (B2 - B1) / B1 x 100, where B1, B2 - output per worker before and after the implementation of the event В1 = 3956.53; B2 = 3956.53 x 1.0196 = 4034.07 rub.Es/s s/n = year х Ech, where year is the average annual salary of one working Es/s s/n = 151240/735 х14 = 2880.76 Savings on social contributions thous. rub.Es / s according to otch. \u003d Es / s s / n x 0.3 Es / s according to otch. \u003d 2880.76 x 0.3 \u003d 864.23 Savings of semi-fixed costs per unit of production thousand. rub.where Y - conditionally fixed costs; WB and IDPs - annual output before and after the implementation of the activity

Es/s w-p = (2771063 / 2908052) - (2771063 / 2966210) x 2966210 = 55418.34 Conditional annual savings for the event thousand. RUB.E y/g = E s/s s/n + E s / s to otch. + E s / s u-p E y/g = 2880.76+864.23+ 55418.34= 59163.33 RUB.E uh = E y/g - Z implemented , where Z implemented - the cost of implementing the measure e \u003d 59163.33 - 735 \u003d 58428.33

Thus, as a result of the introduction of measures to stimulate the work of employees, by providing a subscription to visit the pool, according to the calculated data of Table 3.8, labor productivity growth will be 1.96%, savings in wages will be 2880.76 thousand rubles, savings in social benefits will be equal to 864.23 thousand rubles, and the annual economic effect of the proposed measure will be 58428.33 thousand rubles.

3.4 Summary of economic indicators from the proposed activities

Let's present the result of the proposed measures in the form of a summary table of economic efficiency indicators (Table 3.9)

Table 3.9. Summary table of indicators of economic efficiency of the proposed activities in JSC "Volgocemmach"

Measure Increase in production volume (%) Annual economic effect from the implementation of the measure (thousand rubles) One-time costs for the implementation of the measure (thousand rubles) Increasing the professional competence of employees Organization of personnel training 32.633547.472242.5 Development of a motivating social package ,17168Organization of spa treatment4,76131244,0716669Providing a subscription to the pool1,9658428,3373548,44487810,0419814,5

The overall increase in production after the implementation of measures will be 48.44%. Volgocemmash OJSC will spend 19,814.5 thousand rubles on the implementation of the proposed measures, while at the same time the turnover of specialists and engineers will decrease and labor discipline will be strengthened. From the proposed measures, the annual economic effect will be 487,810.04 thousand rubles. Thus, we can conclude that the proposed measures to strengthen labor discipline are cost-effective and are recommended for use.

Conclusion

High labor discipline is one of the factors in the growth of labor productivity, and often also a reserve for the growth of labor productivity. Economic losses due to low labor discipline are expressed as follows:

) loss of working time due to the absence of an employee at the workplace for unexcused reasons, such as absenteeism, lateness, unauthorized absences, etc.;

) a decrease in the collective results of labor, especially in those labor collectives where the interchangeability of workers is low;

) loss of working time associated with the dismissal of employees for absenteeism and other violations of labor discipline; in addition, a newly hired employee needs time to adapt to new conditions, during which he only adapts to a new workplace and team;

) breakdowns and downtime of equipment, defects, deterioration in product quality and other violations associated with non-compliance with production technology.

In addition, low labor discipline and its frequent violations set a bad example for highly disciplined workers, disrupt their work, and form negative attitude to the enterprise, to the labor collective and management, i.е. do not increase job satisfaction. Often disciplined workers begin to violate discipline under such negative influence.

The discipline of labor has both an objective basis and subjective features. Often a person, regardless of the established internal labor regulations, is highly disciplined, and there is no need to convince or force him to comply with the established rules. In this regard, methods of strengthening labor discipline are distinguished, such as persuasion, coercion and encouragement.

The ways and methods of strengthening labor discipline are as follows:

Encouragement for work (declaration of gratitude; issuance of a bonus; rewarding with a valuable gift, diploma, etc.). Today, the most effective method is material incentives, so the employer encourages employees who conscientiously perform their work duties.

Measures of disciplinary and social influence.

Persuasion is associated with the widespread use of educational measures and incentives for work, the use of the power of example.

Considering methods for strengthening labor discipline, the emphasis is on how to ensure that employees comply with it. There is some contradiction here: in an employment contract (contract), an employee undertakes to comply with the internal labor regulations. Therefore, to encourage for "duties" is not entirely logical. It should not be borne in mind that despite the commitments made, employees still violate labor, technological and production discipline at the enterprise.

In the second chapter of the thesis, an analysis of the state of labor discipline of Volgocemmach OJSC was carried out. OAO Volgocemmash is a well-known enterprise in the city of Tolyatti that manufactures equipment for the cement industry.

As of January 1, 2013, the number of employees was 735 people. The share of workers is 72.4%. The average age of employees is 42 years. Women 64%, men 36%. Personnel structure in 2013: engineers and employees - 27.6%, workers - 72.4%.

In 2011-2013 there is a decrease in the number of employees of the enterprise. Thus, in 2012 the number of employees increased by 289 people or by 42.23% compared to 2011. In 2013, compared to 2012, the number of employees decreased by 232 people or 24%. The number of workers in 2012 compared to 2011 increased by 287 people or 59.42%, and in 2013 compared to 2012 the number of employees decreased by 238 people or 30.9%.

The number of engineers and employees increased in 2013 compared to 2012 by 2 people or 1.03%. In 2013, the number of engineers and employees increased by 6 people or 3.05% compared to 2012. At the same time, the number of managers for the period 2011-2013 increased by 8 people, and the number of employees increased over the same period by 6 people.

The level of education of employees is relatively high - in 2013 the number of employees with higher education is 37%.

The analysis of the use of labor resources and labor productivity in 2013 showed the inefficient use of working time of employees as a result of downtime due to the fault of the enterprise, absenteeism and the provision of additional vacations to employees while reducing the actual number of employees. At the same time, the decrease in wages amounted to 28.2%, and the growth in labor productivity amounted to 47.7%.

These indicators indicate an increase in the burden on staff, despite downtime due to the fault of the enterprise, with a simultaneous decrease in wages. If in 2012 the average wage was 18151 rubles, then in 2013 it was 17147 rubles. which is 1004 rubles. smaller. This decrease is also taking place against the backdrop of an increase in overtime work. Such indicators will undoubtedly cause dissatisfaction among the staff.

An analysis of labor discipline showed that the main causes of violation of labor discipline are failure to comply with the instructions of the management and improper performance of their labor duties, leading to a deterioration in product quality. Linking the deterioration of quality and the deterioration of labor discipline, a survey was conducted on the level of satisfaction of workers with working conditions and labor potential.

The analysis of staff satisfaction according to the method of Rozanova V.A. showed that the main reason for staff dissatisfaction is the current level of wages and the current provision for training the promotion of employees.

The analysis of the labor potential by the method of L. Ismagilova - T. Gileva showed that the enterprise has an average level of labor potential.

Measures are needed to increase the wages of employees, as well as to improve the professional competence of employees, which will lead to the strengthening of labor discipline.

An analysis of the social package at the enterprise was also carried out, which showed that there is no medical care, the enterprise does not have departmental kindergartens, employees do not receive preferential sanatorium and resort provision, and other social problems.

It is necessary to develop measures to strengthen labor discipline.

In order to strengthen labor discipline on the basis of the identified shortcomings in the third chapter of the thesis, 2 directions are proposed: increasing the professional competence of employees and developing a motivating social package.

A system of vocational training for the promotion of workers in Volgocemmach OJSC is proposed, taking into account the specifics of the work of personnel - the main of which are automatic line adjusters, repairmen, automatic line adjusters, controllers. It consists of the following steps:

) Planning the professional advancement of workers.

) Establishment of a coordinating body for professional advancement.

) Training of workers.

) Introduction of a certification system for trained workers.

All workers of OAO Volgocemmash should be subject to training. Vocational training in the system of advanced training and retraining should be continuous and carried out throughout the entire working life of employees. Provided the following types training for workers:

briefing;

mentoring;

self-study (self-education);

internal system of advanced training of workers;

vocational training in advanced training courses.

Vocational training will cover 100% of the personnel in terms of in-plant training; 100% of newly hired workers are mentored and 18.42% of the staff are on advanced training courses for workers in Training Centers and Universities.

The cost of vocational training in 2014 will amount to 2242.5 thousand rubles, and the savings as a result of implementation will be 3547.41 thousand rubles, which is 1304.91 thousand rubles. more costs. As a result of training of workers, labor productivity growth will increase by 32.63%. The profit of JSC "Volgocemmash" after the introduction of the system of professional advancement in 2014 will amount to 138293.91 thousand rubles. against 136989 thousand rubles. in the base year 2013.

The proposed system of social motivation of personnel is designed to both improve the health of personnel and increase the commitment of personnel to the enterprise. The following directions are offered:

Conclude an agreement on medical care for employees of the enterprise.

Implement an event to organize sanatorium treatment with treatment compensation in the amount of 50% for employees of the enterprise and 10% for members of their families.

Provide employees with subscriptions to swimming pools.

As a result of the implementation of the measure to conclude a contract for medical care, labor productivity growth will be 9.09%, savings in wages will amount to 13,580.73 thousand rubles, savings in social benefits will be 4,074.22 thousand rubles, and the annual economic effect from the proposed event 294590.17 thousand rubles.

As a result of the implementation of measures to organize sanatorium-and-spa treatment for employees of the enterprise and their families, the increase in labor productivity will be 5%, savings in wages will amount to 7201.9 thousand rubles, savings in social benefits will be equal to 2160.57 thousand rubles, and the annual economic effect of the proposed event is 147,675.07 thousand rubles.

As a result of the implementation of measures to stimulate the work of employees, by providing a subscription to a pool, the growth in labor productivity will be 1.96%, savings in wages will amount to 2880.76 thousand rubles, savings in social benefits will be equal to 864.23 thousand rubles. , and the annual economic effect of the proposed event is 58428.33 thousand rubles.

The practical significance of the thesis lies in the fact that the proposed personnel training system and the development of a motivating social package will help strengthen labor discipline at Volgocemmash OJSC, will not only be unprofitable, but will also bring the company additional profit in the amount of 487810.04 thousand rubles.

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In the process of interaction between employees and employers, many controversial issues arise. The legislation contains a number of rules governing such situations. It fixes the responsibility and procedure for imposing penalties on an employee who has committed a violation of labor discipline. The level of income and the functioning of the enterprise directly depend on the quality of the organization of activities, and the legal form does not matter.

The serious attitude of employees to their duties guarantees not only the absence of various kinds of penalties, but also incentives that are usually set by employers. The Labor Code (hereinafter in the article - the Code) obliges enterprises to approve special rules that would regulate the internal regulations. They should reflect the main aspects of the labor process. Documentary confirmation of the procedure for carrying out activities by an employee will allow, in case of non-compliance with these requirements, to apply the necessary measures of influence.

What is labor discipline?

Each enterprise is a complex mechanism, the well-functioning of which depends on the quality of work of each component part. Before proceeding to a discussion of violations, let's figure out what labor discipline is. It can be defined as a set of rules that are binding on all employees (from rank-and-file to managers), which are adopted at the enterprise. Their list includes:

• labor protection rules;
• internal regulations;
• corporate ethics.

These documents (codes, memos, etc.) are developed and approved by employers. Supervision of execution and provision of favorable conditions for compliance with the requirements are also entrusted to them. The application of penalties is lawful in case of violation of the duties established by law by an employee. The Code defines their list in article number 21. Among the duties:

• conscientious fulfillment of the terms of the employment contract;
• observance of labor discipline;
• compliance with labor protection and safety requirements;
• responsible attitude to the property of the employer, other employees and third parties (for the safety of the property of which the employer is responsible);
• fulfillment of established labor standards;
• timely notification of an emergency situation that threatens the life of employees or property of the employer.

Existing types of violations of labor discipline

If the employee does not comply with the rules, the necessary measures are taken to establish the cause of the incident. In most cases, violations can be divided into three large groups. They are species. Among them are:

• violations of management standards - non-compliance with the established system of subordination and interaction of employees (subordination);
• violations of technological standards (for example, the release of a defective batch of goods due to the fault of an employee);
• violations of regime norms - work schedule (time of rest and work, for example, absenteeism).

In case of periodic non-compliance with the established norms and the severity of the misconduct, gross violations are distinguished. These include systematic absenteeism, tardiness, appearance at the workplace in an inappropriate form (alcohol, drug intoxication), falsification of documents and other similar actions that lead to serious negative consequences. Additional characterizing parameters of improper performance of duties, by which its harm to the organization will be assessed, can be:

• place of performance;
• time and date of execution;
• scope of execution;
• form and method of execution;
• subject of execution.

Actions that violate the labor rules established at the enterprise are called disciplinary offenses. They are subject to certain penalties. Among the most common violations of labor discipline are:

• absenteeism;
• systematic lateness after a lunch break or to the beginning of the working day;
• unacceptable appearance - presence at the workplace in a state of intoxication (alcohol, narcotic or toxic);
• neglect of the rules of labor protection and safety, which led to an accident or accident;
• cases of theft of company property, its damage;
• improper level of performed obligations (low quality, non-compliance with established requirements);
• disclosure of trade secrets of the organization;
• non-compliance with subordination (disobedience to orders of higher employees, neglect of the hierarchy that has been established in the company);
• committing an immoral act.

Upon detection of the fact of non-compliance with the rules, an act on violation of labor discipline is drawn up. It is handled by the immediate supervisor of the employee. Two witnesses must be present during the drawing up. It is created in two copies: for the employee and for transfer to the management, which will decide on the type and amount of the penalty. The form of the act and the persons responsible for its preparation must be approved in the internal regulations.

Expert opinion

Maria Bogdanova

The Labor Code does not reflect valid or disrespectful reasons for employee misconduct, so it is very difficult to predict their consequences. Therefore, in this matter, management is based on the arguments provided by the employee (Article 193 of the Labor Code).

If a person did not appear or was late for work, valid reasons for this may be considered:

• problems with public transport;
• being in court or other law enforcement agencies;
• disease;
• emergency hospitalization of a relative,
• P fires, floods and other emergencies.

At the same time, the employee must argue in writing the reason for the absence and prove it documentarily: with a certificate, summons, sick leave, etc.

What penalties can be applied to an employee?

In case of violation of the established labor rules, the employee is liable in accordance with the law. Article 192 of the Code contains a list of possible disciplinary sanctions that may be applied to him. The employer has the right to use them in accordance with the seriousness of the violation and the harm that has been caused. The list contains three valid ones:

• remark - the most insignificant penalty, which does not threaten with serious consequences; usually draw up an act of violation and fix the received remark; with systematic comments, a more effective measure of punishment is chosen;
• reprimand - a penalty applied when committing a misconduct (disciplinary); has two forms - strict and ordinary; entered in the order; in labor is fixed only in case of dismissal for improper work or in case of systematic violations;
• dismissal is the most radical measure applied in case of serious systematic violations that caused material or moral harm.

The management of the organization has the right to deprive the employee of the bonus if this fact is spelled out in the documents internal order. For certain categories of employees, other penalties may be applied, which are specified in the relevant federal laws. For registration of violations, a general procedure is provided, which applies in most companies. The internal regulations usually prescribe the basic requirements for the process and content of the documents necessary for drawing up the act.

The procedure for issuing a penalty for violation

When drawing up internal regulations, it is necessary to provide for clauses that will reflect the procedure for imposing a penalty. In most cases, it is enough to make a list of violations of labor discipline and the corresponding penalties, indicate the persons responsible for drawing up the acts and submit the documents required for execution. After that, this information is brought to the attention of employees. They must sign the act of familiarization. The collection process consists of the following steps:

• drawing up an act - responsible employees, in the presence of two witnesses, fill out an act of violation;
• obtaining explanations - in writing, the offending employee indicates the reason for his inappropriate behavior; in case of refusal to testify, a mark is placed in the order; a note with explanations is attached to the act;
• issuing an order on violation of labor discipline - the management, on the basis of the documents received, makes a decision regarding what happened; there is no approved form, but mandatory information is indicated - the content of the misconduct, the date and time of the commission, the type of penalty, documents regulating the actions of the management.

The employee must be familiarized with the order within three days (under signature). A copy of it is included in the employee's personal file. When imposing a penalty, the severity of the offense must be taken into account. They must be proportionate. In the most serious cases, where there are repeated facts of inappropriate work behavior, the only possible punishment may be dismissal for violation of labor discipline.

Expert opinion

Maria Bogdanova

More than 6 years experience. Specialization: contract law, labor law, social security law, law intellectual property, civil procedure, protection of the rights of minors, legal psychology

Another important factor in choosing a punishment in the form of dismissal can be gross violation an employee of the rules of the work schedule or work process, even if this happened for the first time.

In general, when dismissing for violation of labor discipline, three mistakes are often made:

• the expiration of the time limit for the imposition of the penalty,
• illegal imposition,
• lack of consent to dismissal from the labor inspectorate when it comes to a minor worker.

Dismissal of an employee may occur for violation of labor discipline under the following circumstances: absence of a valid reason, non-removal of the previous penalty at the time of the repeated violation. This penalty has a legal basis, since there is an explanation of the act, set out on paper.

The dismissal of an employee is a disciplinary sanction, therefore it must be carried out in accordance with all the rules enshrined in Article 193 of the Labor Code of Russia. It is always worth remembering that before proceeding with the procedure for dismissing an employee, it is imperative to take an explanation from him in writing. In case of refusal to write an explanation, in the presence of 2-3 people, an act must be drawn up in which this is recorded. After that, a dismissal order is issued, with which the dismissed employee must familiarize himself on the same day.

If the employee refused to sign the order, then again an act is drawn up in which this is reflected. And only then is a mark made in the work book about the dismissal.

Sample text

There is a limited period for imposing a penalty, which is equal to one month from the date of the violation. After six months, the penalty cannot be applied. The exception is violations, the fact of which was established during the verification process, then the period is extended to two years. It is important to note that the deprecation does not apply to fines, since the premium is a means of encouragement. Penalties for violation of labor discipline is a necessary measure that contributes to a more responsible attitude of the employee to his official duties. Until the expiration of 1 year, if there is someone's initiative, supported by the decision of the management. The initiative can be shown by the employee himself, his immediate supervisor or the labor collective.

A note on the removal of the penalty, as well as on its imposition, is entered on the employee's personal card.

What else needs to be remembered?

The application of penalties for violation of labor discipline to the offending employee is carried out in strict accordance with applicable law. Each enterprise must develop rules governing the internal regulations of the company. They spell out the fundamental points of the workflow. Employees must be familiarized with them under the signature.

Employees bear full responsibility for violation of labor discipline. By signing the contract at the beginning of cooperation, they agree to the requirements and obligations established for them. If a fact of non-compliance with the agreements (the terms of the contract or the internal rules of the company) is detected, a report is issued

A thorough study of the circumstances of the situation is essential. In some cases, an employee is forced to violate established requirements in order to avoid more serious consequences for the company. It is for this reason that management needs to take every recorded fact seriously. Proper organization work, including the “reward-punishment” system, will reduce possible conflicts in the process of activity and help increase the productivity of employees, and, accordingly, the profit of the company.

Video - "Introductory briefing on labor protection"