Эксоцман
на главную поиск contacts

Innovations And Human Resources Policy In The Sphere Of Telecommunications

русская версия

Опубликовано на портале: 31-12-2010
Мир России. 2006.  Т. 15. № 1. С. 127-144. 
During the period of the implementation of innovations the significance of human resources policy increases by several times. Various variants of human resources policy changes within the realization of innovation process as well as the effects of these changes were analyzed in the framework of carrying out full-scale research of the process of implementation of innovations in one of the telecommunication companies. The sphere of telecommunications is one of those spheres, where the changes are not only possible, they are the basis and guarantee of the success on the market. Besides, the effect of the implementation of any innovation in the sphere of telecommunications is visible practically at once. And such unpredictable administrative innovations often unattractive for investors, which are unfortunately so typical of Russia practically do not influence the development of telecommunication sphere. It still remains one of the most liberal and highly competitive spheres on Russian market. Nowadays the market of cellular communications goes through the period of the development boom. This situation is especially visible in megapolises, for example in Moscow region. Moreover if initially there was a rapid growth of the number of users, and the cellular companies observed considerable growth of subscribers base, nowadays, when the market has already practically saturated, there can be observed the tendencies of the improvement of qualitative parameters. And here operators improve both the quality of connection and the quality of customer support. Certainly, one cannot talk about the fact that Moscow market of cellular communications does not possess its specificity, but nevertheless such dynamic tendencies of development will be typical of all regions of Russia. As a result of the research we found out that many negative effects caused by the implementation of innovations, such as: -growth of intensity of labour; -increase of the flexibility of labour hours; enlargement of the limits of a workday; -change of the structure (balance) of the existing labour functions; -emergence of functions which earlier were not peculiar to a specific profession; -intensification of the level of labour complexity; -reduction of the level of autonomy of the workplace; -strengthening of the external control, informatization of labour and other effects – can be adjusted with the help of accurate and timely actions in the sphere of human resources policy. The author of the article offers a list of recommendations concerning changes in the human resources policy, which a company should take into consideration during the process of innovation implementation. Here are some of them: 1.It is necessary to form and permanently perfect the common organizational culture of an enterprise, as well as the principles and general provisions of the human resources policy. Besides, during the implementation of innovations it is necessary to modify human resources policy taking into account all the theoretically possible and real changes in conditions of work. 2.It is necessary to provide the preventive adjustment of the system of labour stimulation within innovation conditions as well as to carry out systematic motivation work with the personnel aimed at underlining the profitability of innovation activity and (if possible) to conduct full compensation of its costs, including psychological ones. Showing the fact that a certain (and a considerable) part of the results of innovations will benefit the executors, would be a strong factor in removing social and psychological barriers to innovation activity and reduction of the level of conflicts. 3.In the course of innovation activity there arises the question about system, professional approach to the elaboration of human resources policy of an enterprise, about the concordance of the rate of innovations implementation with the measures aimed at their human resources support. 4.One should not use widespread administrative pressure upon the personnel, it is better to secure the interest of personnel with the help of material or other motivation. 5.It should be taken into consideration that the real obstacle to improving production quality is a low level of remuneration of labour: in these cases it becomes difficult if not impossible to apply sanctions, i.e. the situation with the quality becomes poorly-controlled. 6.It is desirable not to differentiate departments by the level of salary, because the isolation of innovation departments stimulates a negative reaction of the members of other departments. 7.The practice of the organization of training at enterprises shows that age and educational characteristics of the personnel are important factors of its adaptability to innovations. In this sense one may talk about the influence of the age structure of personnel of an enterprise on the successfulness of the choice of the model for the implementation of innovations. When there is predominance of the employees of older ages the practice of usage of external hiring and inter-company training of new personnel is optimal. Besides, many experts at enterprises indicate the advantages of training the personnel with nonspecialized professional education, and this raises requirements to the educational level of both active personnel and personnel that is recruited. If the company does not carry out the analysis of necessary changes in human resources during the period of the implementation of innovation process, it may suffer serious losses, including financial ones. The level of these losses may be estimated only with the help of indirect methods, because they have an implicit character. In other words, this is rather the lost profits than the real losses. Nevertheless, within the process of the implementation of innovations the achievement of maximum possible profit is the desired result. And correspondingly, loss of this possible profit may be considered as the failure of the whole innovation process. The results of the research showed that deep analysis of human resources policy can provide efficient instruments of managing the situation at enterprises and the behavior of the personnel.
BiBTeX
RIS
Ключевые слова

См. также:
Роман Владимирович Губарев, Евгений Иванович Дзюба, Оксана Михайловна Куликова, Фаниль Саитович Файзуллин
Journal of Institutional Studies (Журнал институциональных исследований). 2019.  Т. 11. № 2. С. 146-170. 
[Статья]
Томас Гросфелд, Тео Роландт
Форсайт. 2008.  Т. 2. № 1. С. 24-29. 
[Статья]
Лариса Григорьевна Миляева, Д.Ю. Федоркевич
Экономические науки. 2010.  Т. 68. № 7. С. 134-137. 
[Статья]
Отраслевой обзор, ЗАО "РосБизнесКонсалтинг". 2001. 
[Статья]
Лиляна Тоомсалу, Светлана Владимировна Толмачева, Андрей Власов, Вероника Чернова
TERRA ECONOMICUS. 2019.  Т. 17. № 2. С. 112-123. 
[Статья]
Филипп Йо
Бюллетень Инновационные Тренды. 2011.  № 2. С. 9-10. 
[Статья]