76
CREATION OF AN ORGANIZATIONAL AND ECONOMIC
MODEL OF THE EMPLOYEES DEVELOPMENT STRATEGY OF
A COTTON GINNING ENTERPRISE
1
Tojiboeva Nafisaxon Raxmiddin qizi.,
2
Kamoliddinov Sherzodbek Latifjon o’g’li
1
Andijan Institute of Agriculture and Agrotechnologies.,
Department of Agribusiness and
Marketing, Lecturer, Doctor of Philosophy in Economics.,
2
Agrobusiness and investment
activity educational direction 3rd year student of group 67
Maqola haqida ma’lumot
Qabul qilingan: 30.05.2024
Qayta qabul : 30.05.2024
Saytda mavjud : 31.05.2024
Muallif (lar)
Tojiboeva N.R
*Kamoliddinov SH.L
Muallif bilan aloqa
https://orcid.org/0009-0001-7859-094X
sherzodbekkamoliddinov071@gmail.com
© Muallif. Kamoliddinov SH.L va
boshqalar
UNIVERSAL xalqaro ilmiy jurnal
Ochiq ma’lumotlar:
https://universaljurnal.uz/index.php/jurnal
Maxfiylik bayonoti
Materialni istalgan vosita yoki formatda nusxalash va
qayta tarqatish hamda maqoladan toʻgʻri iqtibos keltirish
va litsenziyasini koʻrsatish sharti bilan istalgan maqsadda
foydalanish mumkin.
Annotation.
The article discusses
the issues of creating an organizational
and economic model of the strategy for
the development of ginners based on the
study of their competencies.
Keywords:
ginnery, competence,
employee, development, model.
Аннотация.
В
статье
рассматриваются вопросы создания
организационно-экономической
модели
стратегии
развития
хлопкоочистителей на основе изучения
их компетенций.
Ключевые
слова:
хлопкоочистительный
завод,
компетентность, сотрудник, развитие,
модель.
Annotatsiya:
Maqolada
paxta
tozalash
korxonalarini
ularning
malakasini
o‘rganish
asosida
rivojlantirish strategiyasining tashkiliy-
iqtisodiy modelini yaratish masalalari
ko‘rib chiqiladi.
Kalit so'zlar:
paxta tozalash
zavodi, malaka, xodim, ishlab chiqish,
model.
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Enter. The new role of man in the
workplace and rapid changes in the economy,
organizational culture and technology have
created new problems such as careful
selection, training, remuneration and their
rational use of personnel. It is no longer
possible to solve these tasks within the
framework of traditional work with personnel.
This work should be included as an equal
component in the strategic management
process. In modern conditions, management of
human resources development should become
an integral part of strategy planning and
implementation process. Today, the strategic
goals of the enterprise can be realized only by
employees who meet the motivational
requirements necessary to move to a certain
strategy and a new, changing business
environment. In this sense, strategic planning
processes can develop successfully only if the
consequences of the chosen strategy for
employees are taken into account. For this, the
company's strategy should be known to its
employees,
developed
with
the
broad
involvement of employees, because in this
case,
employees
support
management
initiatives and ensure the implementation of
the company's strategic goals.
In the Strategy of Actions on the five
priority areas of development of the Republic
of Uzbekistan in 2017-2021, the important
tasks of "deepening structural changes,
increasing its competitiveness at the expense
of modernization and diversification of the
leading sectors of the national economy" [1]
are defined. The successful solution of such
huge tasks requires the development of
concrete
measures
to
increase
the
competitiveness of the cotton ginning
enterprises of our republic by improving
the management efficiency of the
employees.
Analysis of literature on the topic.
Nowadays, many scientists are
studying such categories as "labor
potential", "labor quality", and solving the
problems of developing labor potential
and maximizing its use is one of the main
tasks of the company's personnel policy
[2,3,4].
Formation and development of
labor potential are two fundamentally
different mechanisms of labor potential
management. Formation - giving the
object
certain
basic
characteristics;
development is the process of changing an
object to improve it. Development is
usually understood as increasing the
complexity of the system, improving its
adaptability
to
external
conditions,
qualitatively improving the scale and
quantitative growth of the economy and
its structure, and social progress.
Development means the emergence of
new elements or the emergence of new
objects and their differentiation. As the
authors summarize the ideas, employee
development is the process of training of
their professional characteristics, self-
development, professional activity and
the formation of the personality of
employees through the interaction of
employees with each other [5].
The development of labor potential
is the acquisition of new qualities and
characteristics of labor potential that
contribute to its alternative and efficiency
in a dynamic internal and external
environment.
Development
includes
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important quantitative and qualitative changes,
changes in labor potential. As a result of
development, a new quality of labor potential
is formed [6,7,8]. According to the definition
of Yu.G. Odegov, management of labor
potential is "a system of interrelated measures
that provides a guiding, coordinating and
stimulating effect of society on production
participants and is directed to intensive factors
of labor use" [9].
Analysis and results. Many industrial
enterprises prefer to focus more investment on
personnel development. This allows them to
have highly qualified specialized staff, which
in turn turns out to be more reliable and
profitable than hiring specialists from outside.
In addition, as a conscious approach to
personnel policy, employee development has a
positive effect on corporate standards and
corporate ethics, which has a positive effect on
the prestige and reputation of the enterprise.
Usually, large industrial enterprises tend to
follow a certain strategy of personnel
development: it includes initial training of new
employees (basic personnel training) and
periodic measures to improve the professional
level of existing personnel. Modern additional
educational
institutions
create
ample
opportunities for planned activities for the
development of employees.
In our opinion, the following sequence of
actions is the most effective in developing a
strategy for the development of employees of
a cotton ginning enterprise:
- analysis of the socio-economic
potential of the organization, identification of
internal
points
for
creating
possible
competitive advantages;
-
product
market
analysis
and
determination of business areas;
- formation of the product-market,
resource-market and integration strategy
of the production enterprise;
- formation of financial and
investment strategies;
- formation of social strategy;
- determination of potential and
development of prospective requirements
for employees of the cotton ginning
enterprise, including divisions (corporate
culture,
socio-psychological
climate,
employee-organizational relations, etc.);
- formation of a strategy for the
development of employees of the cotton
ginning enterprise.
After completing the formation of
the personnel development strategy, it is
required
to
develop
a
personnel
development management system that
includes
methodological,
technical,
informational and organizational support
for the implementation of the developed
personnel development strategy of the
cotton ginning enterprise.
It is worth noting that a cotton
ginning enterprise should formulate not
only a full-scale strategy for the
performance and development of its
employees, but also all the listed high-
level strategies, because they directly
affect the development of personnel.
In order to ensure the effectiveness
of the staff training strategy of the cotton
ginning enterprise, it is appropriate to
develop a rational organizational and
economic model based on the effective
use of existing human resources and
aimed at increasing the competitiveness
of the enterprise in the domestic and
foreign markets.
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From
our
side,
the
following
organizational-economic model of the strategy
for the development of employees of the cotton
ginning enterprise is proposed (Fig. 1).
Link between business strategy and
employee development strategy. The first
block of the presented organizational-
economic model includes checking each
element and direction in the business
strategy and determining the requirements
for personnel and the level of their
participation in the implementation of the
strategy.
Opportunities
to determine
Determining priorities for
employee development
Employee motivation
to determine
Monitoring trends in the
labor market
Figure 1. Organizational-economic model of the strategy for the
development of employees of a cotton ginning enterprise (author's development)
Employee participation can be direct
(moving a division or opening a branch in
another city, moving some employees,
recruiting employees in a new region and
reducing some of the employees in the old
place) or indirect (changing the brand of
some products may not lead to significant
employee participation in this process).
2.
Management
of
employee
potential. This step involves comparing the
existing and required personnel capacity to
implement the cotton gin's development
strategy. In order for the industrial enterprise
to understand the response to the changes in
the labor market, they plan what kind of
personnel (in terms of number, type,
education, qualification, etc.) is needed to
implement the development strategy
and increase competitiveness. At this
stage, general trends in the company's
personnel structure, including employee
unemployment,
the
number
of
employees at retirement age, and similar
indicators are studied. All of this
information will be used to improve
recruitment, training, staffing, and
distribution of tasks across departments
to create a balanced workforce in the
future.
Analysis of the balanced potential
of employees allows to determine the
main types of employees necessary for
the
further
development
of
the
enterprise.
1.
The relationship between
the personnel development
strategy and the company's
business strategy
3.
Monitoring trends in the
labor market
2.
Competency management
4.
Determination of priorities
for investment in company
personnel
EMPLOYEES
DEVELOPMENT
STRATEGY of cotton
ginning enterprise
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After that, it is determined which
employee development programs should be
expanded and, conversely, reduced.
3. Image of the enterprise as an
employer.
Businesses that create a workforce
development strategy must answer the
question of their role in the eyes of
employees and job seekers. In competitive
conditions, the company's brand as an
attractive employer is as important as the
product brand. Creating a positive image of
the company in front of competent
employees is the most important long-term
task of the HR director. Branding, PR and
marketing methods can be used to make your
company known as "the best place I want to
work".
Corporate image, first of all, is a set of
qualities and characteristics that often cannot
be imagined as a visual image, because it is
a very difficult process to determine it
objectively.
Of course, the image of the enterprise
is, first of all, a set of ideas about the type
and field of activity of the enterprise, what
and how the enterprise does its work, the
quality of its goods and services, and their
characteristics. Image is also related to the
company's
trademark
and
advertising
symbols. It also includes the personal image
of the owners and managers of the
enterprise. However, the image of the
enterprise is also the formation of some
perception of the enterprise as a partner:
market (relations with partners, customers,
competitors,
creditors)
and
social
(employees, society, government, mass
media) spheres. But the image in it is the
reputation of the enterprise established in
business
relations
and
society,
the
impressions created by the employees of the
enterprise, their behavior style, appearance.
Therefore, it should be noted that
talking about the image of the enterprise
means talking about the public opinion
about the enterprise and its activities.
The main problem of image is the
matching of ideas about the enterprise
and its social environment, that is, how
the management and employees of the
enterprise are imagined in the society
and what the reputation of the enterprise
is in reality. The management can make
a lot of efforts and spend a lot of money
to create the desired image of the
enterprise.
Therefore, the most important
thing, in our opinion, is to know those
who need the image of the cotton
ginning enterprise, what specific target
groups of its social environment expect
from the enterprise. All target groups
want to see the cotton gin as a reliable
and responsible social partner. The
public mind has a strong habit of
comparing various objects with certain
human qualities. The image of a cotton
ginning enterprise should have these
qualities.
It
should
indicate
the
"friendliness",
"care",
"relevance",
"impressiveness" of the cotton ginning
enterprise. Creating a positive image of
a cotton ginning enterprise is, first of all,
an opportunity to convince the customer
of the competitive advantages of its
product or service and its potential
employees, its reliability and prospects.
According to the researchers of
this problem, the image of a cotton
ginning enterprise should include the
following four components:
- brand image - how high-quality
and desirable goods it produces;
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- management and financial image - is
it managed effectively, is it worth becoming
its shareholders;
- public image - is an active enterprise
as a member of society;
- the image of the enterprise as an
employer - does it pay well, how does it treat
its employees.
In our opinion, it is necessary to
emphasize the investment attractiveness and
environmental aspect (as independent),
because these factors are the most important
lately.
Thus, the image of the enterprise is a
reflection
of
the
specific
real
and
commercial characteristics of the enterprise
in the minds of potential employees, both by
the enterprise and by employees.
4.
Priority
of
investments
in
employees.
In this section, the strategies for the
development and competitiveness of the
enterprise, the analysis of personnel
potential and the construction of the image
of the enterprise as an employer are mutually
combined. Then the direction of investment
in employees is chosen.
Conclusions and suggestions. Thus,
the developed organizational and economic
model will closely support the development
strategy of the employees of cotton ginning
enterprises
and
its
successful
implementation. As for the management of
personnel
development
and
training,
managers know that personnel skills play an
important
role
in
increasing
the
competitiveness of a particular enterprise,
but they do not pay serious attention to
directing more funds to personnel training.
However, training often does not lead to the
expected results, which is due to the
following mistakes in training employees.
Training is considered to be one of the
elements that make up most of the costs
of personnel services, but it helps to
solve several strategic tasks at the same
time. Because the skill level of
employees
always
meets
market
requirements. In addition, the enterprise
will have personnel reserves. Finally,
training and further career development
increase employee motivation and
strengthen their loyalty. The only
question is how to use the high-
performance training budget. Here, too,
many businesses face problems.
In order to increase the efficiency
of the implementation of the employee
development strategy in cotton ginning
enterprises, it is necessary to pay
attention to the following:
- an organizational and economic
model
of
the
strategy
for
the
development of employees of a cotton
ginning enterprise should be developed:
- a management system for the
development of employees should be
created in the management of the cotton
ginning enterprise;
- it is necessary to systematically
develop and update the strategy for the
development of employees of the cotton
ginning enterprise;
- the strategy for the development
of employees of the cotton ginning
enterprise should be developed and
implemented in harmony with other
strategy options;
- it is necessary to take into
account the level of competence of
employees, based on the nature of
branch enterprises, when forming a
strategy for the development of
employees
of
a
cotton
ginning
enterprise.
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