Mortikov Vitaliy V.

Relevance. Decision-making in the field of employment and remuneration, based on macroeconomic information analysis allows organizations management to adequately address various external shocks.

Materials and research methods. The factual basis of the paper is the 2019-2020 Rosstat data. The article uses the nature games and forecast assessments tools.

Scientific outcomes and discussion. The research result is the development of an algorithm of employment and remuneration response to changes in the macroeconomic situation of an organization engaged in the hotel and catering business. Production, financial and labor macroeconomic indicators in general and in industries during the pandemic period are compared. On this basis, industries are grouped depending on the reaction of these indicators to the 2020 economic decline. The use of macroeconomic indicators in making personnel decisions is analyzed. Reliability and interchangeability of various macroeconomic information while making such decisions are highlighted. Methodical materials are proposed for adequate decision-making in personnel management of organizations in the field of hospitality and catering.

Macroeconomic environment affects social and labor sphere through organization’s expenses and revenue. Indicators recorded by the RF Federal State Statistics Service were divided into 2 groups, depending on their influence on mainly revenue or revenue and expenses of organizations.

The paper analyzes the influence of the organization’s profitability on its staff policy. Depending on the profitability of an organization, engaged in the provision of hotel services, functioning in the field of catering, various risk zones of its staff policy are identified.

Conclusions. Company employment and remuneration are the objects of direct and indirect impact of various macroeconomic factors affecting the demand for its services, as well as the ratio of prices for the services provided and production resources used. The impact of economic dynamics, unemployment, interest rate, foreign exchange rate, international trade on social and labor situation in hotel and catering businesses is systematic, requiring deep understanding by its management.

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.

     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.

The article studies the reactions of the organization’s personnel management to changes in its budget constraints. The results of this analysis give the organization an opportunity to effectively plan its personnel policy depending on access to various sources of funding. Based on the examination of domestic legislation, statistical materials of the Russian Federation and recent publications in journals on personnel management, a table has been compiled, which gives the main characteristics of the organization’s budgetary constraints in personnel management.

The theory of budget constraints is being developed. Market factors affecting the rigidity and expansion/contraction of the organization’s budgetary constraints include: price and nonprice competition in labor markets or markets for finished goods, price elasticity of demand for employees, the cost of borrowed funds. Institutional prerequisites and obstacles to changing budget constraints, as well as forms of organizations’ reaction to changes in these constraints in the personnel sector are identified. Among the institutional factors affecting the rigidity and the possibility of expanding budgetary restrictions are: legislation on bankruptcy, minimum wages and the procedure of payments to employees; the possibility of obtaining subsidies by an organization and institutional restrictions on access to loans. The article focuses on external and internal budgetary restrictions, as well as on the importance and difficulties of personnel costs budgeting in the practice of personnel management in modern Russia.

Various modes of changing budget constraints are proposed to be used in management. The transition between them depends on the tasks of the organization. Recommendations are given to organizations in the conditions of narrowing and increasing, expanding or softening the rigidity of the budgetary constraint. In particular, the author proposes several options for the organization’s behavior in the labor sphere when expanding the budgetary constraint.

The theory of the costs of compliance with the law is developed. In their activities, organizations face various labor costs of compliance with the law. In particular, organizations are forced to comply with regulations designed to protect employees from layoffs. Managers monitor the information from the world of work published by regulators, predict changes in their obligations, and plan to adapt to them. The labor costs of compliance with the law are the focus of representatives of institutionalism such as D. North, R. Posner, A. Polinsky, S. Shavell, an expert in the field of employment protection O. Mironenko, etc. However, modern management needs additional research on the costs associated with the implementation of various standards in the field of personnel management. Our goal is to systematize the labor costs of complying with the law, analyze the transformation of certain obligations into costs, and evaluate some of them. We consider the costs of compliance with the law in human resources management as a system. Classification of this system can be carried out on the basis of levels of the subject structure of subjects of management. Formal and informal, legal and extra-legal norms and the costs associated with them are an integral part of this system. One of the labor costs components of compliance with the law is transaction labor costs related to monitoring the fulfillment of various obligations, such as evaluating the performance of employees. The article also analyzes the transformational costs of complying with the law in the labor sphere. We distinguish between manageable and unmanageable labor costs of compliance with the law. The role of cost management of compliance with the law in personnel management is revealed. The cost burden of complying with the law can be significant. One way to solve this problem is to rebalance the burden of obligations and costs between the employer and the employee by making appropriate regulatory changes. The author draws attention to the problem of disobedience to the law and the costs associated with it. Fines and other penalties are compared to the labor costs of compliance with the law. Rational decisions should be made based on this comparison. The value of the assessment of labor costs of compliance with the law is determined. One of the methods for calculating such costs is proposed.