In the existing management system, the emphasis is placed on administrative management. This leads to high demands for labor workers, strengthening control and avoiding the use of poorly trained workers already in the interview stage. In general, in complex and extreme situations, the staff is able to maintain clarity of thought and act quickly, actively and appropriate. During the prolonged stress, employees may underestimate their own state, so over time, the level of stress can be reduced. In the team, there is a low level of emotional stamina. However, in a stressful situation such employees become emotionally unresponsive. This allows not being distracted from the work, but can cause problems in the relationship between the team members.
The following terms and conditions for effective work should be established, namely clearly setting of the task, specifying the technology and rules, fixing agreement in writing; specific language; analysis of the situation; control of the intermediate results; creation of a working relationship based on mutual respect, forming psychologically favorable atmosphere; setting of clear deadlines; if possible, it is best to provide a flexible work schedule, to avoid excessive formalism; not demand of planning tasks; listening to employees’ opinions about the new possibilities of development of business, building / reorganization of the various systems, classifications, etc.; and consideration of important information (Byars and Rue 164).
Thus, the training of workers should be considered as the most important area of work to improve management and fuller use of the potential of human resources. Education will provide:
The understanding of the goals and objectives of the system of personnel evaluation;
Support and decrease in resistance to the assessment of the personnel; and
The development of performance evaluation methods and skills of assessment interviews of the staff.
Works Cited
Byars, Lloyd and Rue, Leslie. Human Resource Management. 10th ed. New York: McGraw-Hill Education, 2010.
