CONCEPTUAL MODEL OF THE VALUE OF A PROJECT-ORIENTED ORGANIZATION’ HUMAN RESOURCES
DOI:
https://doi.org/10.20998/2413-3000.2020.2.3Keywords:
value, energy, competence, management, project tension, employee uniquenessAbstract
The human resources of a project-oriented organization are a source of labor supply for each project of this organization. To manage these resources, the study proposes a value concept, an integral part of which is a competency-based approach, supplemented by the categories of “energy”, “potential” and “synergy”. The value of a project-oriented organization’ human resource is considered at two levels: at the level of a specific project and at the level of a project-oriented organization as a whole. For each level, a system of factors has been formed. This system influences and forms the value of human resources in general and for an individual unit (team member, employee) in particular. The category “degree of uniqueness” has been introduced, which characterizes the unit of human resources. The mechanism of “degree of uniqueness” formation has been determined. At the organization level as a whole, the value of a unit of human resources is determined by a set of competencies, energy, potential, degree of uniqueness in comparison with the project tension of the organization, the level of the turbulence of the environment, the nature and specificity of the organization’s projects, the goals of the organization and the composition of organization’s human resources. At the level of a specific project, the value of an employee is determined by his competencies and energy, the degree of uniqueness in comparison with the nature and specifics of the project and its value to the organization. Thus, the value of human resources is considered in a systematic interaction with the values of projects, and the value differentiation of the organization’s projects is the basis for the differentiation of the value of human resources. The study proposed an indicator of "project tension", which estimates the average degree of employee participation in project implementation. These results serve as an ideological and methodological basis for the formation of the theoretical foundations of the human resources management of a project-oriented organization in accordance with the value approach.References
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