PERSONNEL MANAGEMENTUNDER THE CONDITIONS OF STAFF SHORTAGE
DOI:
https://doi.org/10.22394/2304-3369-2022-1-73-86Keywords:
staff shortage, vacancy, management, organization, uncertainty, riskAbstract
The study of a company’s behavior under the conditions of staff shortage is important, especially in the current demographic situation.
The research goal is to identify efficient ways of personnel management in the context of staff short- age in the organization. Intraorganizational, microeconomic and macroeconomic, objective and subjective reasons of staff shortage are singled out. A list of types of the organization’s reactions to the actual and expected staff shortage has been compiled. Their practicability and feasibility are analyzed with regard to the factors of the organization’s environment.
To manage a company efficiently in case of staff shortage, it is proposed to rank the jobs and the specialists according to the degree of their importance for the organization and the number of relevant candidates in the labor market. To determine the level of staff shortage, it is advisable to focus on the data on vacancies and salaries of the State Employment Center and on the indicator ”The share of the need for employees to fill vacant jobs in the total number of jobs in the relevant profession or professional group” reported by the Federal Statistics Service of the Russian Federation. To fill the vacancies that have emerged in an organization with its own employees, it makes sense to use the All-Russian Classifier of Occupations.
11RSCI AuthorID: 1068039, ORCID: 0000-0003-4681-2496, ResearcherID: AAL-6967-2020
The importance of the uncertainty factor for assessing the organization’s response to the lack of personnel is shown. A method is proposed for calculating losses/gains of an organization as a result of aggravating or weakening of the problem of staff shortage under the influence of the factors of external and internal environment.
This study contributes to the development of scientific research in the field of personnel management. The presented systematization of the types of organization’s reaction to personnel shortage and the schemes for assessing the risks of personnel shortage can be used in applied research or management practice.
References
1. Barnow B.S., Trutko J., Piatak J.S. (2013). Occupational Labor Shortages: Concepts, Causes, Consequences, and Cures. Kalamazoo. W.E. Upjohn Insti- tute. 206 p.
2. Chojnicki X., Moullan Y. (2018). Is there a ‘pig cycle’ in the labour supply of doctors? How training and immigration policies respond to physician shortages, Social Science & Medicine, vol. 200, pp. 227–237.
3. Matemani J.K„ Ndunguru В. (2019). Impacts of labour shortage on organization performance: a case study Ministry of water and irrigation Tanzania, International Journal of Economics, Business and Accounting Research, vol. 3, iss. 3, pp. 196–214.
4. Winter V., Schreyögg J., Thiel A. (2020). Hos- pital staff shortages: Environmental and organiza- tional determinants and implications for patient sat- isfaction, Health Policy, vol. 124, iss. 4, pp. 380–388.
5. Biavaschi C., Zimmermann K.F. (2014). East- ern partnership migrants in Germany: outcomes, potentials and challenges, IZA Journal European Labor Studies, vol. 3, no. 7. DOI: 10.1186/2193-9012- 3-7.
6. Blažič B. J. (2021). The cybersecurity labour shortage in Europe: Moving to a new concept for ed- ucation and training, Technology in Society, vol. 67. DOI: 10.1016/j.techsoc.2021.101769.
7. Fisher E.G., Marciano V. (1997). Managing hu- man resource shortages in a unionized setting: Best practices in air traffic control, Journal of Labor Research, vol. 18, iss. 2, pp. 287–314.
8. Heisler W., Bandow D. (2018). Retaining and engaging older workers: A solution to worker short- ages in the U.S., Business Horizons, vol. 61, iss. 3, pp. 421–430.
9. Мармыш Е.С., Соболева А.А., Шатова А.В., Шутихин И.В. (2021). Управление кадрами в российской промышленности: почему сотрудники все чаще добровольно покидают компании? // Управленческие науки. № 1 (3). С. 71–85, DOI: 10.26794/2404-022X-2021-11-3-71-85.
10. Kesternich I., Schumacher H., Siflinger B., Schwarz S. (2021). Money or meaning? Labor sup- ply responses to work meaning of employed and un- employed individuals, European Economic Review, vol. 137. DOI: 10.1016/j.euroecorev.2021.103786.
11. Wei T., Zhu Q., Glomsrød S. (2018). How Will Demographic Characteristics of the Labor Force Matter for the Global Economy and Carbon Dioxide Emissions? Ecological Economics, vol. 147, pp. 197–207.
12. Layton A.P. (1991). An Empirical Note on One Aspect of Labour Market Hysteresis, Economic Analysis and Policy, vol. 21, iss. 2, pp. 203–209.
13. Cohen M. S., Zaidi M. A. (1998). Labor short- ages, pay and training in NAFTA countries, The North American Journal of Economics and Finance, vol. 9, iss. 1, pp. 89–103.
14. Hosni D. E., Kobayashi T. (1993). Japan’s la- bor shortage, Computers & Industrial Engineering, vol. 24, iss. 4, pp. 607–613.
15. Wadley D. (2021).Technology, capital substi- tution and labor dynamics: global workforce disrup- tion in the 21st century? Futures, vol. 132. DOI: 10.1 016/j.futures.2021.102802.
16. Цухло С.В. (2021). Российская промышленность в августе 2021 года: дефицит работников. Мониторинг экономической ситуации в России // Тенденции и вызовы социально- экономического развития. № 14 (146). С. 23–25.
17. Feng L. (2020). Chapter 30. Compensating differentials in teacher labor markets. In: Bradley S., Green C. (eds.) The Economics of Education. Sec- ond Edition. Academic Press. Pp. 415–430. DOI: 10.1016/B978-0-12-815391-8.00030-6.
18. Zoghbi-Manrique-de-Lara P., Ting-Ding J-M. (2017). Task and contextual performance as reactions of hotel staff to labor outsourcing: The role of procedural justice, Journal of Hospitality and Tourism Management, vol. 33, pp. 51–61.
19. Deardorff A. V. (2005). A trade theorist’s take on skilled-labor outsourcing, International Review of Economics & Finance, vol. 14, iss. 3, pp. 259–271.
20. Bobrowski P. M., Park P. S. (1993). An evaluation of labor assignment rules when workers are not perfectly interchangeable, Journal of Operations Management, vol. 11, iss. 3, pp. 257–268.
21. Fields D., Chan A., Akhtar S., Blum T.C. (2006). Human resource management strategies under uncertainty: How do US and Hong Kong Chinese companies differ? Cross Cultural Management: An International Journal, vol. 13, no. 2, pp. 171–186.
22. Zimmermann A. (2018). Managing virtual talent. In: D. G. Collings, H. Scullion, P. M. Caligiuri (eds.). Global talent management. Abingdon. Rout- ledge. Pp. 210–228.
23. Kashdan T., Sherman R., Yarbro J., Funnder D. (2013). How are curious people viewed and how do they behave in social situations? From the perspectives of self, friends, parents, and unac- quainted observers, Journal of Personality, vol. 81, no. 2, pp. 142–154.
24. Collings D. G., Mellahi K., Cascio W. F. (2019). Global talent management and perfor- mance in multinational enterprises: A multilevel perspective, Journal of Management, vol. 45, no. 2, pp. 540–566.
25. Caligiuri P., De Cieri H., Minbaeva D., et al. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice, Journal of International Business Studies, vol. 51, no. 5, pp. 697–713.
26. Воблая И.Н., Григорян Л.К. (2021). К вопросу управления рисками при удаленном режиме работы в условиях пандемии // Управленческие науки. Т. 11. № 2. С. 73–84. DOI: 10.26794/2404-022X-2021-11-2-73-84.
REFERENCES
1. Barnow B.S., Trutko J., Piatak J.S. (2013). Occu- pational Labor Shortages: Concepts, Causes, Conse- quences, and Cures. Kalamazoo. W.E. Upjohn Insti- tute. 206 p.
2. Chojnicki X., Moullan Y. (2018). Is there a ‘pig cycle’ in the labour supply of doctors? How training and immigration policies respond to physi- cian shortages, Social Science & Medicine, vol. 200, pp. 227–237.
3. Matemani J.K„ Ndunguru В. (2019). Impacts of labour shortage on organization performance: a case study Ministry of water and irrigation Tanzania, International Journal of Economics, Business and Ac- counting Research, vol. 3, iss. 3, pp. 196–214.
4. Winter V., Schreyögg J., Thiel A. (2020). Hos- pital staff shortages: Environmental and organizational determinants and implications for patient sat- isfaction, Health Policy, vol. 124, iss. 4, pp. 380–388.
5. Biavaschi C., Zimmermann K.F. (2014). East- ern partnership migrants in Germany: outcomes, potentials and challenges, IZA Journal European Labor Studies, vol. 3, no. 7. DOI: 10.1186/2193-9012- 3-7.
6. Blažič B. J. (2021). The cybersecurity labour shortage in Europe: Moving to a new concept for ed- ucation and training, Technology in Society, vol. 67. DOI: 10.1016/j.techsoc.2021.101769.
7. Fisher E.G., Marciano V. (1997). Managing human resource shortages in a unionized setting: Best practices in air traffic control, Journal of Labor Research, vol. 18, iss. 2, pp. 287–314.
8. Heisler W., Bandow D. (2018). Retaining and engaging older workers: A solution to worker shortages in the U.S., Business Horizons, vol. 61, iss. 3, pp. 421–430.
9. Marmysh E.S., Soboleva A.A., Shatova A.V., Shutikhin I.V. (2021). Management of personnel in the Russian industry: Why do employees more of ten voluntarily leave the company? Management sciences, no. 11 (3), pp. 71–85, DOI: 10.26794/2404- 022X-2021-11-3-71-85.
10. Kesternich I., Schumacher H., Siflinger B., Schwarz S. (2021). Money or meaning? Labor supply responses to work meaning of employed and un- employed individuals, European Economic Review, vol. 137. DOI: 10.1016/j.euroecorev.2021.103786.
11. Wei T., Zhu Q., Glomsrød S. (2018). How Will Demographic Characteristics of the Labor Force Matter for the Global Economy and Carbon Dioxide Emissions? Ecological Economics, vol. 147, pp. 197–207.
12. Layton A.P. (1991). An Empirical Note on One Aspect of Labour Market Hysteresis, Economic Analysis and Policy, vol. 21, iss. 2, pp. 203–209.
13. Cohen M. S., Zaidi M. A. (1998). Labor short- ages, pay and training in NAFTA countries, The North American Journal of Economics and Finance, vol. 9, iss. 1, pp. 89–103.
14. Hosni D. E., Kobayashi T. (1993). Japan’s la- bor shortage, Computers & Industrial Engineering, vol. 24, iss. 4, pp. 607–613.
15. Wadley D. (2021).Technology, capital substi- tution and labor dynamics: global workforce disrup- tion in the 21st century? Futures, vol. 132. DOI: 10.1016/j.futures.2021.102802.
16. Tsuhlo S.V. (2021). Russian industry in August 2021: deficit of workers. Monitoring the economic situation in Russia, Trends and challenges of socio- economic development, no. 14 (146), pp. 23–25.
17. Feng L. (2020). Chapter 30. Compensating differentials in teacher labor markets. In: Bradley S., Green C. (eds.) The Economics of Education. Second Edition. Academic Press. Pp. 415–430. DOI: 10.1016/B978-0-12-815391-8.00030-6.
18. Zoghbi-Manrique-de-Lara P., Ting-Ding J-M. (2017). Task and contextual performance as reactions of hotel staff to labor outsourcing: The role of procedural justice, Journal of Hospitality and Tourism Management, vol. 33, pp. 51–61.
19. Deardorff A. V. (2005). A trade theorist’s take on skilled-labor outsourcing, International Review of Economics & Finance, vol. 14, iss. 3, pp. 259–271.
20. Bobrowski P. M., Park P. S. (1993). An eval- uation of labor assignment rules when workers are not perfectly interchangeable, Journal of Operations Management, vol. 11, iss. 3, pp. 257–268.
21. Fields D., Chan A., Akhtar S., Blum T.C. (2006). Human resource management strategies un- der uncertainty: How do US and Hong Kong Chi- nese companies differ? Cross Cultural Management: An International Journal, vol. 13, no. 2, pp. 171–186.
22. Zimmermann A. (2018). Managing virtual talent. In: D. G. Collings, H. Scullion, P. M. Caligiuri (eds.). Global talent management. Abingdon. Rout- ledge. Pp. 210–228.
23. Kashdan T., Sherman R., Yarbro J., Funnder D. (2013). How are curious people viewed and how do they behave in social situations? From the perspectives of self, friends, parents, and unac- quainted observers, Journal of Personality, vol. 81, no. 2, pp. 142–154.
24. Collings D. G., Mellahi K., Cascio W. F. (2019). Global talent management and perfor- mance in multinational enterprises: A multilevel perspective, Journal of Management, vol. 45, no. 2, pp. 540–566.
25. Caligiuri P., De Cieri H., Minbaeva D., et al. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future re- search and practice, Journal of International Business Studies, vol. 51, no. 5, pp. 697–713.
26. Voblaya I.N., Grigoryan L.K. (2021). To the is- sue of risk management at remote mode of operation in a pandemic, Management sciences, vol. 11, no. 2, pp. 73–84. DOI: 10.26794/2404-022X-2021-11-2- 73-84.
