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BARQAROR RIVOJLANISH SHAROITIDA KORXONADA INSON RESURSLARINI
BOSHQARISH TIZIMINING ROLI
Xakimova Shahnoza Nuraliyevna -
Toshkent davlat iqtisodiyot universiteti
doktoranti
Annotatsiya.
Har qanday biznesni muvaffaqiyatli yuritish uchun hamda uning barqaror rivojlanishi uchun biznes
jarayonlarini uchta yo'nalishda qo’llab-quvvatlash va bosqichma-bosqich takomillashtirish zarur: iqtisodiy, ijtimoiy va ekologik.
Ushbu maqolada o’rganilayotgan tashkilotning ijtimoiy sohasining muhiti tahlil qilingan. Olib borilgan tadqiqot kompaniya
rivojlanishida inson omilining ahamiyatini yuqorililigini ko'rsatdi. Kompaniyaning ishchi kuchini tahlil qilish jarayonida
muammo va kamchiliklar aniqlangan hamda ularga yechimlar ko’rsatib o’tilgan. Taklif etilgan yechimlar tashkilotning oldiga
qo’ygan strategik maqsadlariga erishish uchun turtki bo'lib xizmat qilishi aytib o’tilgan. Kuchli raqobat muhitida korxonani
yanada rivojlantirish hamda barqaror rivojlanish maqsadlariga erishish uchun kompaniya rahbarlari aniqlangan muammolar
va ularga berilgan yechimlarni ko'rib chiqishi zarur deb topilgan.
Kalit so’zlar:
Barqaror rivojlanish; ijtimoiy omil; ishchi kuchi; barqaror ishlash; biznes-jarayon; mehnat rentabelligi.
РОЛЬ СИСТЕМЫ УПРАВЛЕНИЯ ПЕРСОНАЛОМ НА ПРЕДПРИЯТИИ В УСЛОВИЯХ
УСТОЙЧИВОГО РАЗВИТИЯ
Хакимова Шахноза Нуралиевна -
докторант, Ташкентский
государственный экономический университет
Аннотация.
Для успешного ведения любого бизнеса, для устойчивого его развития необходимы поддержка и
постепенное усовершенствование бизнес-процессов в трёх направлениях: экономическом, социальном и
экологическом. В данной статье рассматривается социальная сфера организации, где исследование показывает
важность человеческого фактора в развитии компании. При анализе рабочей силы исследуемой компании выявлены
недостатки и проблемы, решение которых послужит толчком в достижении поставленных стратегических целей
организации. В условиях конкурентной среды для дальнейшего развития деятельности предприятия и для
достижения целей устойчивого развития компанию необходимо рассмотреть выявленные проблемы и приведённые к
ним решения.
Ключевые слова:
Устойчивое развитие; социальный фактор; рабочая сила; устойчивое развитие; бизнес-
процесс; рентабельность труда.
THE ROLE OF THE HUMAN RESOURCE MANAGEMENT SYSTEM AT THE
ENTERPRISE IN THE CONTEXT OF SUSTAINABLE DEVELOPMENT
Khakimova Shakhnoza Nuraliyevna -
doctoral student,
Tashkent State University of Economics
Abstract.
For the successful conduct of any business, for its sustainable development, it is necessary to support and
gradually improve business processes in three directions: economic, social and environmental. This article examines the social
sphere of the organization, where research shows the importance of the human factor in the development of the company. When
analyzing the workforce of the studied company, shortcomings and problems were identified, the solution of which will serve as
an impetus for achieving the set strategic goals of the organization. In a competitive environment, for the further development of
the enterprise and in order to achieve the goals of sustainable development, the company needs to consider the identified
problems and the solutions given to them.
Keywords:
Sustainable development; social factor; workforce; sustainable performance; business-process; Profitability of
Labor.
Introduction.
Innovation is driven by global
factors, and this innovation determines the direc-
tion of the industry. Sustainability is considered the
leading concept in the latest wave of innovation [10,
p.195]. Over the past two decades, corporations
have undergone significant changes and have mo-
ved to more resilient forms of themselves to meet
stakeholder expectations and follow regulations to
keep their profitability intact [1, p.5 ], [5, p.416].
The urgent need to raise the social and environ-
mental dimensions along with the economic dimen-
sions of triple profits has been driven by the fact
that companies are facing greater pressure than
ever before from various stakeholders.
The conditions that ensure the long-term
survival of an organization include social, environ-
mental, and financial success [11, p.25], [12,
p.1297]. Due to a lack of full understanding of
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various perspectives, including sustainability, the
interdependencies of environmental, social and
economic excellence, it did not allow companies to
understand and foresee the potential benefits that
could be achieved through sustainability or sus-
tainability initiatives. True sustainability contribu-
tes to the economic prosperity of organizations, as
well as the protection of the environment, the
conservation of natural resources, and the well-
being of other living things and people [11, p.25]. In
addition, if there is any bias in favor of stability, the
three legs will tend to fail because it will not be
different from a tripod that has legs, but of different
lengths.
The main goal of sustainable development is
to provide those production processes and methods
that lead to maximization of profit, as well as fulfill
environmental and social obligations [11, p.1297].
Sustainability includes performance based on envi-
ronmental and social dimensions with an economic
dimension [4, p.1345]. In assessing and measuring
sustainability, performance can be understood
through additional dimensions, including that the
company's responsibility is not only about creating
economic wealth, but the environment and people
are equally important [4, p.1345].
Literature review.
With the increasing focus
on social responsibility and sustainable perfor-
mance, organizations have set themselves new
goals other than mere financial profit, such as a
commitment to social and environmental outcomes
[3, p.34]. In fact, an international survey of 2800
global companies revealed that 70% of these orga-
nizations include sustainability as a primary issue
in their strategic plans and agendas [7, p.69]. The
mission for organizations is to ensure that their
workforces are healthy and well educated, and to
nurture the awareness and proficiencies required to
create productive employees and proactive citizens
that contribute to society.
HRM must secure support from top-level
management, boost employees’ empowerment, pro-
vide continuous training, implement an efficient
system of remuneration, and build cross-functional
teamwork [2, p.1539]. Previous studies have high-
lighted the need to identify appropriate HRM
approaches and systems for implementing sustaina-
bility practices [6, p.237], [8, p.81]. Dubois states
that “HRM is a core partner in organizational envi-
ronmental sustainability” [5, p.416]. Nurturing the
human aspect leads to a better understanding of
SHRM and increases its potential for encouraging
sustainable performance in the workforce and for
optimizing resource management.
In this context, we hope to contribute to the
literature by answering the following research
question: how are HRM departments developing
strategies and implementing social practices to
achieve SDGs? The study also examines the impact
of these practices on the firm’s performance as a
whole.
Methodology.
The first step consists of a
database search and the second step the analysis of
data. We classified the studies according to the fol-
lowing criteria: conceptualization, level of analysis,
outcomes, implementation techniques, and barriers.
We identified data from the selected companiy
using the level of analysis as our classification
criteria.
Analysis.
The survey was made in the indus-
trial company, which produces cranes, special tech-
niques for agricultural sector named “KRANTAS
GROUP” Ltd.
About 350 people work in the company, 70
people in administrative branch and 250 people in
the production sphere. As above mentioned, social
factor is one of the main element in the sustainable
development of the company, so it is necessary to
consider the all criteria connected with people in
the company. Employees of “KRANTAS GROUP” Ltd
were analyzed from educational level to age obser-
vation. In the Figure 1 we can see the percentage
proportion of people with education degree.
Fig.1 Classification of workers into education criteria [by author].
4%
60%
36%
higher education
secondary special education
secondary school
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60% of workers have secondary specialized
education, where only 4 % of people with higher
education. This figure shows that there are a few
high qualified specialists in the company, however
we can’t conclude such hypothesis about the emp-
loyees, because another factors may influence on
the development of the company. So, there is anot-
her classification of workers in the Figure 2:
Fig 2. Work experience in the specialty [by author]
In this figure we can see the number of peop-
le with work experience in this company. If the
company was established in 2001 year, there are 90
people which have been working for 10 years and
more. These employees are very significant people
for company, because they have invested their work
in the development of this sphere.
The above analysis of the company's emplo-
yees does not give us a complete holistic picture of
the workforce. Therefore, in order to find out how
profitable the labor of workers is, we calculated the
profitability of one employee of the enterprise. As
business performance and the prospects for survi-
val of companies are usually measured using the
profitability indicator [13, p.12].
Table 1
Profitability of employee [by author]
Indicators
2019
2020
Annual net profit (sum)
8326034
5906909
Personnel costs (sum)
3100000
3200000
Profitability per employee (percent)
37%
54%
Profitability per employee in 2019 was 37%,
up 17% in 2020 (54%). This says that in 2020, the
efficiency of the workforce has improved, despite
the fact that this year the annual net profit was only
5,906,909 sums. Such indicators as the moderniza-
tion of equipment (laser cutting of metal, sensor
machines), a decrease in wages (the impact of the
pandemic) were a factor in increasing the profita-
bility of personnel.
For the analysis of the worker skills we divi-
ded them into two groups: first group – people with
secondary education, whereas second group are
people with higher education. According to the
assessment of the qualification level method and
formula using the years of experience and educa-
tion level we concluded the next table:
Table 2
Qualification level of employees of “KRANTAS GROUP” Ltd, [by author]
Work experience
Skill level
Number of
employees 1group
Skill level
Number of
employees 2 group
0-9
0,41
51
0,75
11
9-13
0,5
57
0,83
18
13-17
0,58
44
0,91
15
17 and more
0,66
90
1
26
0
10
20
30
40
50
60
70
80
90
100
51
57
44
90
1 year
5 years
10 years
more than 10 years
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The analysis made by the qualification level
of the employees of the company “KRANTAS
GROUP” shows that 28¿ of the workforce are
people with secondary and specialized secondary
education with more than 17 years of work expe-
rience, where only 12% are employees with higher
education. We can also notice that the number of
people with little work experience in the range of 0-
9 years is a significant percentage - 18% (together
1gr. and 2gr.). Based on this, we can conclude that
there is a need to train workers and improve their
qualifications. It is also possible to assign one or
two mentoring workers to each employee, since
there are people with extensive experience in pro-
duction.
Discussion.
This article investigates the link
between social factor and sustainable performance
and identifies the human resource practices that
can contribute to the attainment of sustainable
development goals of the company. From the obser-
vation the situation of the company and the analysis
of labor force some problems were identified and
necessary solutions were offered to improve the
statement:
Firstly, it is a high staff turnover. New wor-
kers come to the company, but many of them leave
it in one year. Every year the specialists try to trans-
fer their skills to new employees, try to prepare
good professionals of their work, unfortunately they
can’t take young workers for a long time. Of course,
there are some factors that influence on employees
negatively. They are bad conditions in the winter
season, low salary for production workers, no moti-
vation factors. It is necessary to improve working
conditions, revise the system of incentives and
punishments for workers.
In the company, instead of orders, instruc-
tions and instructions, ambitious tasks should be
set before the followers, the strengths of the emp-
loyee and his capabilities should be used to the
maximum. The company must create the “ground”
for the growth of ambition among employees aimed
at contributing to the common cause, they must not
suffer from a lack of creative tasks. The opposite
situation, which is found in most state-owned com-
panies and private companies in Uzbekistan, is the
preparation of documentation, filling out and trans-
ferring, on demand, various reporting forms, litiga-
tion with various kinds of inspectors, etc., complian-
ce with labor discipline is the main thing.
Management practice in advanced companies
is based on the fact that in the economy based on
scientific knowledge, there is no longer the concept
of “improving working conditions” when responsi-
bility is delegated only to knowledge workers.
Manual workers, non-manual workers, and service
workers are all capable of taking on managerial
responsibilities. Empowerment based on compe-
tence and trust is essential to the productivity of all
employees and to the prosperity of the company.
Here, the approach to team formation is completely
different. Already upon hiring, an orientation to-
wards overall performance takes place.
Secondly, the lack of specialists. It is neces-
sary to hire the missing design engineers who
would speed up the process of achieving goals in
the near future. For example, Tesla's recruiting
guideline says, in part, “We like to have incredibly
high standards and hire exceptional people who
enjoy working to their limits every day. We want to
surround ourselves with people who act in good
faith even when no one is looking. Each new team
member receives our trust and great responsibility.
We assume that everyone is doing the right thing -
including you. Some people have abused this trust
or ignored their responsibilities. We will not change
our approach because of a few people who let us
down. We just part with them. Your Number
1 Challenge – The Number 1 Challenge of everyone
here – is to ensure the company's success. If you see
how we can improve what we do, say so, even if it is
not directly your responsibility. You are personally
involved in Tesla's success, so share your sugges-
tions and ideas. Your good ideas are worthless if
you keep them to yourself. We encourage you to
discuss your achievements and goals informally on
a daily basis with your line manager. If you would
like to receive feedback or any kind of feedback
about your work from someone who evaluates your
work, take the initiative and ask for it. You don't
have to wait for someone else to initiate a conver-
sation or for a company to initiate an assessment
process to get a high-level job done. Make sure you
enjoy your work, make new friends, reach new
heights, and have new experiences. If you don't
enjoy your work on some level, you will be
unhappy. We don't need this. We want you to work
well, love what you do, and be happy”.
At last, the optimization and automation of
business processes in administrative branch. Not all
business processes are automated, for example,
daily registration of employees, issuance of lunch
coupons, etc. These processes take up unnecessary
time for the people in the organization.
Conclusion.
When we talk about the deve-
lopment of a company or the sustainable develop-
ment of an organization, we immediately unders-
tand development in three main directions, econo-
mic, social and environmental. In this article, we've
looked at one of these three important factors. The
object of the research was the company “KRANTAS
GROUP”, where an analysis of the state of the orga-
nization's working environment was carried out. All
information about the organization's workforce was
collected, all the data of employees on personal
cards were studied and statistical data were
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compiled on various criteria and characteristics of
the organization's workforce. After the research,
problems and barriers were found that hinder the
sustainable development of the company. On these
problems, proposals were made to eliminate the
issues identified to date. As it said before, our
companies should work not as post soviet countries
styles, but as the developed countries ways. So, this
research will be useful for companies, which try to
find the ways for further development and which
are directed to achieve their sustainable develop-
ment goals in the nearest future.
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ЎЗБЕКИСТОНДА АҲОЛИ ДАРОМАДЛАРИ ТАРКИБИДА МУСТАҚИЛ РАВИШДА
БАНД БЎЛИШДАН ОЛИНГАН ДАРОМАДЛАРНИНГ ЎРНИ
Бердиев Ғайрат Ибрагимович -
Гулистон давлат университети катта ўқитувчиси. PhD
Қудратов Алишер Алижонович -
Гулистон давлат университети стажёр-ўқитувчи
Ўринқулов Сарварбек Ҳасанович -
Гулистон давлат университети, магистр
Аннотация:
Мамлакатимизда аҳолининг иқтисодий фаоллигини оширишда аҳоли даромадлари таркибида
мустақил равишда банд бўлишдан олинган даромадлари салмоқли ўрин тутади. Мақолада аҳолининг мустақил
равишда банд бўлишдан олинган даромадларига таъсир қилувчи омилларнинг эконометрик модели ишлаб чиқилган.
Мақолада берилган таклифлар аҳолининг кичик бизнес ва оилавий тадбиркорлик фаолиятини ташкил этиш ва
ривожлантиришга хизмат қилади.
Калит сўзлар:
аҳоли даромадлари, оилавий тадбиркорлик, “Бизнес юритиш” субрейтинги, инвестициялар,
эконометрик модел, “Jarke-Bera” тести, қолдиқлар гистограммаси, ноль гипотеза, регрессия тенгламаси.
МЕСТО ДОХОДОВ ОТ САМО ЗАНЯТОСТИ В ОБЩИХ ДОХОДАХ
НАСЕЛЕНИЯ В УЗБЕКИСТАНЕ
Бердиев Ғайрат Ибрагимович -
Гулистанский Государственный Университет
старший преподаватель PhD
Кудратов Алишер Алижанович -
Гулистанский Государственный Университет стажёр-преподователь
Уринқулов Сарварбек Хасанович -
Магистрант Гулистанский Государственный Университет
Аннотация:
В нашей стране в повышении экономической активности населения, доходы от самозанятости
играют значительную роль в структуре доходов населения. В статье разработана эконометрическая модель
факторов, влияющих на доходы населения от самозанятости населения. Представленные в статье предложения
служат для организации и развития малого бизнеса и семейного предпринимательства населения.
Ключевые слова:
доходы населения, семейный бизнес, субрейтинг «Doing Business», инвестиции, эконометри-
ческая модель, тест Jarke-Bera, остаточная гистограмма, нулевая гипотеза, уравнение регрессии.
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