Name
Adetunji Adenike Mary
Scholastic degree
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Academic rank
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Honorary rank
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Organization, job position
Kuban State Agrarian University
Web site url
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Articles count: 2
In modern economic conditions, the competitive
advantages of enterprises are human resources.
Business leaders need to create interest among their
staff in achieving their tasks to the employees was
in the desired direction for the organization. The
article reveals interconnection between the process
of stimulation of the personnel in the enterprise and
competitiveness of employees. Competitive
personnel are regarded as the main source of the
profit of the organization, as the resource companies
in which to invest on an ongoing basis. The author
considers objective and subjective factors, affecting
the competitiveness of the staff and stages of
creation of effective models of staff incentives. In
particular, special attention is paid to assessing staff
learning motives of employees and demotivational
risks, as well as to distinction of such concepts as
"motivation" and "stimulation". The work describes
the elements and means of stimulation, as well as
three types of incentives: motivation, reward, and
coercion. We have determined their impact on the
competitiveness of employees of different groups. It
is found out that the main instrument for
implementing the strategic goals of the company are
competitive employees, and that the presence and
support of such personnel should be aimed at the
management of the company in modern conditions
of managing
In the article the questions of necessity and urgency
of increase of competitiveness of modern Russian
organizations are considered. A retrospective
analysis of the transformation of approaches to the
definition and content of such a concept as "the
competitiveness of an organization" was conducted.
As one of the tools to improve competitiveness, it is
proposed to use the technologies of personnel
management actively, which are in demand today in
all spheres of economic activity. The need for these
instruments is especially acute in the banking sector,
which differs from other sectors by increased nonprice
competition. The experience of using these
technologies is illustrated by the example of PJSC
"Sberbank of Russia", which for the past five years
has been pursuing a systematic policy of creating a
corporate culture, using a variety of tools for
motivating employees, their continuous learning and
capacity building. The Bank operates with such
levers of influence on its employees as corporate
training, the formation of a mentoring institute, the
selection and adaptation of new employees, an open
system of internal corporate communications, and
an assessment of the personal effectiveness of staff.
Corporate training provides online courses, allowing
you to track the increment of the intellectual capital
of the bank. Corporate culture of the bank becomes
one of the main sources of competitive advantage.
Maintaining a competitive salary level and
providing a good social package, implementing a
corporate value system are Sberbank's practical
activities aimed at uniting the work collective,
forming team spirit and striving to develop together
with the company. Thus, the authors have proved the importance of increasing the competitiveness of
employees as one of the key factors affecting the
performance of the organization as a whole