Abstract
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.
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1. Evans, M. K. (2004). Macroeconomics for managers. DOI: 10.1002/9780470752784
2. Cumming, D. J., Wood, G., & Zahra, S. A. (2020). Human resource management practices in the context of rising right-wing populism. Human Resource Management Journal, 30(4), 525-536. DOI: 10.1111/1748-8583.12269 EDN: LFUOUA
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4. Forsythe, E., Kahn, L. B., Lange, F., & Wiczer, D. (2020). Labor demand in the time of COVID-19: Evidence from vacancy postings and UI claims. Journal of Public Economics, 189, Article 104238. DOI: 10.1016/j.jpubeco.2020.104238 EDN: ZQVMZE
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21. Farndale, E., Horak, S., Phillips, J., & Beamond, M. (2019). Facing complexity, crisis, and risk: Opportunities and challenges in international human resource management. Thunderbird International Business Review, 61(3), 465-470. DOI: 10.1002/tie.22037
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