Improvement of the organization and regulation of labor of the production unit. Improving labor rationing as a direction of notes. The workplace maintenance time is necessary to keep the workplace in good condition. It consists of time

The expediency and effectiveness of any social labor and social production provided primarily by its rational organization.

The rational organization of labor, first of all, requires clearly defined expenditures of all types of resources that are spent in production: living labor, raw materials, energy, finance, and the like. The first step towards optimizing the use of production resources is labor rationing.

In all areas of production activities, there is a need to determine the cost of resources: standards for the use of raw materials, fuel, materials, tools, working capital. But the most important issue is the establishment of the measure of labor required to perform a certain amount of work. This can be explained by the peculiarity of the "human factor" in contrast to others.

Living labor, the labor of workers who use other types of resources, must be defined particularly accurately and reasonably. Since any labor process takes place in time, the universal measure of the amount of living labor is labor time.

However, it must be borne in mind that not all working time reflects the socially necessary costs of performing a specific job. If there is no proper organization of labor in production, progressive technological processes, advanced technologies are not used, if the workers themselves do not work at a high professional level, then socially necessary costs labor is impossible, and consequently, it is useless to hope for success in a market economy.

Thus, the essence of labor rationing is to establish the necessary costs of living labor for the performance of a certain work with a normal organization and intensity of labor.

To understand the significance of labor rationing, there is a whole package of questions to consider.

The labor rate is the primary link in the organization of labor and production, from which all planning and economic calculations at the enterprise begin and are based on. In other words, the labor standard is the most important economic and planning and calculation category.

RELEVANCE OF THE TOPIC

The relevance of the chosen topic is due to the fact that enterprises, regardless of their form of ownership, are given the right to independently resolve issues of organization, rationing and remuneration. At the expense of the results of their labor, enterprises must cover current production costs, including wages, invest in the expansion and reconstruction of production, ensure social development, fulfill obligations to the budget, banks and other bodies.

The work on improving labor rationing is entrusted to managers and employers, because they are interested in the rational use of labor. At the same time, the workers themselves are interested in an objective assessment of their work. However, many heads of enterprises and economic management bodies began to generally reject the advisability of labor rationing in market conditions and reduce the importance of labor organization and wages.

In domestic practice, rationing is traditionally considered as one of the components of labor remuneration, since it makes it possible to establish reasonable rates of its consumption, helps to identify and use reserves for the growth of labor productivity, reduce the cost and labor intensity of manufacturing products, and stimulates employee qualifications.

Therefore, the topic of my master's work is relevant today. It is necessary not to forget about the basics of labor rationing, but at the same time to improve them in accordance with the progressive changes that are taking place in enterprises and in the economy as a whole.

PURPOSE AND OBJECTIVES OF THE RESEARCH

The purpose of the master's work is to define such concepts as labor rationing, to reveal its meaning, principles, basic methods and areas of improvement, to analyze labor rationing at the enterprise level, using domestic and foreign experience.

The main objectives of the study:

define general characteristics the process of labor rationing;
clarify the role of labor rationing on industrial enterprises in a socially oriented market economy and identify problems in the field of labor rationing, the solution of which makes it possible to more fully use the personnel of the enterprise;
to identify the main factors affecting the regulation of labor of management personnel at industrial enterprises;
analysis of the state of labor rationing at the enterprise;
to reveal the main problems of labor rationing and find ways to improve it at Ukrainian enterprises, taking into account the advanced experience of foreign countries.

Object of study: is the rationing of labor at the enterprise.

Subject of study: is a set of methods for the complex regulation of labor at the enterprise, the study of ways to improve the regulation of labor.

Research methods: The work uses the methods of formal and dialectical logic, qualitative analysis and synthesis, systems approach, forecasting.

SCIENTIFIC NOVELTY

The scientific novelty of the work lies in the generalization and improvement of the processes associated with increasing the efficiency of labor rationing at the enterprise, as well as in the development of theoretical and methodological foundations and substantiation of recommendations for improving and increasing the efficiency of the labor rationing mechanism.

PRACTICAL IMPORTANCE OF THE OBTAINED RESULTS

The improvement of the forms and methods of labor rationing at enterprises should be taken into account and contribute to the solution of the main tasks in the field of labor rationing. This will make it possible to accomplish the following main tasks of labor rationing facing entrepreneurs and the state as a whole: to determine the optimal combination of functions of state bodies and enterprises in managing labor rationing; ensure development and recovery regulatory framework according to work; improve the quality and expand the scope of application of existing labor standards; improve the training of qualified specialists in the field of standardization.

OVERVIEW OF RESEARCH AND DEVELOPMENT ON THE TOPIC

The essence of labor rationing and its meaning

Labor rationing is an part of production management and consists in determining the necessary labor costs for the performance of work (production of products) both by individual workers and collectives of workers and the establishment on this basis of labor standards.

Labor standards form the basis of the system for planning the work of an enterprise and its divisions, organizing personnel remuneration, accounting for product costs, setting targets to increase labor productivity, determining the need for personnel, and managing labor relations at the enterprise.

In the context of the development of market relations and the deepening of the economic independence of enterprises, labor rationing becomes of great importance as a means of reducing the costs of living labor, reducing the cost of production, increasing labor productivity. Consequently, labor rationing is a means of determining both the measure of labor for the performance of a particular job, and the measure of remuneration for labor, depending on its quantity and quality.

World experience shows that effective work enterprises in the economy market type is possible only under the condition of a high level of organization of labor rationing. Leading countries such as the USA, Great Britain, Sweden, Japan, Italy, etc., not only do not reduce the requirements for labor rationing, but also expand the scope of its application. Methods of microelement analysis and regulation of labor processes are widely used.

The goal of labor rationing in modern economic conditions is to improve the organization of production and labor, improve its conditions and reduce the cost of production, which, in turn, will increase labor productivity and contribute to the expansion of production and growth of real incomes of workers.

The tasks of labor rationing are:

Labor rationing at enterprises performs important functions, since it is the basis for the organization of wages, since the rates of labor time expenditure simultaneously become the degree of remuneration for labor, having a close connection with the tariff system. The establishment of labor standards pursues the goal of guaranteeing a certain labor productivity to the society, and a certain level of wages to the employee. For the fulfillment of labor standards, the labor activity of each employee is assessed and his labor is paid.

Scientifically based labor standards allow you to evaluate the results labor activity each employee, team. The establishment of labor standards for certain types of work processes and operations allows you to calculate and maintain the necessary quantitative and qualitative proportions between jobs, workshops, industries, which contributes to the growth of labor productivity.

Real market conditions management provides in practice a high level of labor rationing, which becomes one of the main factors in minimizing costs and increasing the volume of products.

Functions and principles of labor rationing

The essence of labor rationing at an enterprise determines its functions, the content of which is determined by the objective laws of production development. The functions of rationing are closely interconnected with its tasks, as well as with the planning, organization and management of production. Labor rationing is dynamic.

In the conditions of modern production, the role of rationing is increasing. This is manifested both in strengthening the connection between individual production links and in improving the entire market mechanism for managing domestic industry.

The normalization functions can be divided into two groups:

general functions of labor standards, which characterize the role of labor standards in the organization and remuneration of labor;
special functions of norms, revealing their specific content by type and purpose.

The labor rationing system should be developed on the basis of certain principles. The most important of them are:

efficiency principle- consists in the need to establish labor standards at which production results are achieved with the minimum total cost of labor, material, energy and information resources;
principle of complexity- expresses the need to take into account the relationship of technical, economic, psychological, social and legal factors affecting labor standards;
consistency principle- means that labor standards must comply end results production and take into account the relationship between the costs of resources at all stages of the production process;
principle of objectivity- involves the creation of equal opportunities for all employees of the enterprise to comply with the norms; in particular, this means the need for labor rationing, taking into account the group differentiation of employees by gender and age, which is especially important when rationing the work of students, young employees and persons of pre-retirement age;
principle of concreteness- lies in the fact that labor standards must correspond to the parameters of the manufactured products, objects and means of labor, its conditions, the type of production and other objective characteristics that, with a given accuracy of calculations, affect the amount of necessary labor and other resources;
principle of dynamism- follows from the principle of concreteness and expresses the objective need to change labor standards with a significant change in production conditions for a given accuracy of calculations;
principle of legitimacy- expresses the need for strict observance of laws and other legal acts in labor rationing;
the principle of a positive attitude of employees to the enterprise- means the need to create such a system of labor rationing, which ensures a general positive attitude of workers to the functions performed, the social environment and the enterprise as a whole. This principle can also be called the principle of job satisfaction.

Together, these principles determine the initial provisions of the organization of labor rationing at the enterprise.

Labor rationing also provides an increase in the efficiency of production and labor processes. Methods for studying the costs of working time used in rationing make it possible to identify shortcomings in the organization of production and the use of reserves in order to further develop measures to optimize the use of working time and rationalize the performance of labor operations.

Work time- this is the time during which the labor process takes place. Working hours can be considered in the context of different calendar periods: year, production week, working day (shift).

The composition of the working time in terms of content, duration and order of alternation of elements is different when performing various operations. For the scientific study of working time, the systematization and classification of its costs are used. At industrial enterprises, a unified classification of the costs of working time has been adopted, which meets the goals and objectives of its organization and regulation.

According to the classification by the cost of working time of the performer, the working time of the worker is made up of the time of work and the time of breaks (Fig. 1).

Figure 1 - Classification of labor costs
(animation: 3 frames, 7 cycles of repetition, 62.8 kilobytes)
(T pz- preparatory and final time, T op- operational time, Volume- time of service of the workplace, T ex- time of breaks for rest and personal needs, T Fri- time of breaks for organizational and technical reasons, That- main (technological time), T in- auxiliary time, T oo- the time of organizational maintenance of the workplace, T then- the time of maintenance of the workplace, T mon- time of non-production work, T by- loss of time due to organizational and technical reasons)

When analyzing the costs of working time in order to identify and eliminate the loss of working time and their causes, all working time is divided into productive costs and losses of working time. Production costs include the time taken to complete the production order and the time for scheduled breaks. These costs are the object of rationing and are included in the structure of the time rate. Loss of working time includes the time of unproductive work and the time of unregulated breaks. These costs are analyzed with the aim of eliminating or minimizing them.

LABOR RATE METHODS

Under by standardization a set of methods for establishing labor standards is understood, including an analysis of the labor process, identifying reserves for increasing production efficiency, designing rational labor processes based on rational technology and labor organization, calculating norms.

According to the basic scheme of establishing labor standards, labor rationing methods are subdivided into analytical and summary ones.

The analytical method has two flavors: analytical calculation method and analytical research method.

At analytical calculation method norms are calculated on the basis of ready-made reference data on time norms.

Analytical research method it is used in the absence of standards, the initial information is obtained by timing, FRV (photograph of a working time) and is used to calculate the rates. (This method is used to develop normative reference books).

Working time photography- type of observation, which measures all, without exception, the time spent by the performer (s) for a certain period of work. It is carried out mainly to identify the loss of working time, to establish the causes of these losses, and to develop the necessary organizational and technical measures to eliminate them.

Working time photography consists of the following steps:

preparation for observation;
monitoring and measuring the cost of working time;
processing and analysis of observations;
development and implementation in production of organizational and technical measures.

Depending on the number of objects of observation, the following are used:

method of direct observation;
route photo;
method of moment observations.

The method of direct observation is used when examining a small group of workers, numbering 2-3 people, who are in the field of view of the observer.

The route photography method is used for a large number of objects of observation (4-15 workers). The measurements are carried out by fixing the costs and losses of time in the process of traversing the route, after a predetermined short period of time, the value of which depends on the number of observed objects.

The instant observation method is a study of the costs of working time, workload of workers and the use of equipment based on sample observations carried out at randomly selected points in time for a large group of workers.

IMPROVEMENT OF LABOR RATE SETTING IN THE PROCESS OF LABOR ORGANIZATION

The role of the regulation of labor costs in modern production is extremely great. Calculations of long-term and current production plans, production capacity of enterprises and their needs for labor and equipment are based on the norms. With the help of the norms, rational options for technological processes, the design of equipment, technological and organizational equipment are selected, ways of development and increasing the profitability of enterprises are determined.

Rationing is extremely important, for improving the organization of labor, only knowing the really necessary costs of working time to perform a particular job (operation, reception), you can correctly calculate the number of workers, properly organize their work, coordinate the work of all production links, and use equipment rationally ...

At the enterprise, it is necessary to constantly work to ensure the growth of labor productivity, as the main source of increasing production efficiency and an important indicator of the entire system of labor indicators, to pay great attention to the study and calculations of the labor intensity of production. For planning at the enterprise, the planned, normative, actual labor intensity is established. Comparison of the actual and standard labor intensity makes it possible to identify reserves for its reduction. The indicator of standard labor intensity is used to calculate wages, costs and wholesale prices.

Scientifically based calculations of labor intensity make it possible to identify, take into account and analyze the dynamics of labor productivity, to find reserves for increasing it both for the enterprise as a whole and for individual types of products, technological stages its production. The labor intensity indicator is directly related to the quality level of labor rationing. Both labor intensity and output depend on the same factors of increasing the technical level of production, increasing the capital-labor ratio, rationalizing it, reducing downtime and other losses of working time, and improving the qualifications of personnel.

All measures to improve labor rationing can be grouped in the following areas:

reduction in the number of workers who do not meet production standards;
ensuring optimal and uniform tension of labor standards;
increase and coverage of labor rationing for all employees of the enterprise;
revision of norms in the implementation of organizational and technical measures at workplaces.

Evaluation of the equal intensity of the norms is made selectively by comparing the percentage of the fulfillment of the production norms by the same workers when they carry out various works or by comparing the coefficients of the intensity of the norms.

Expanding the scope of application of scientifically based norms is an important reserve for increasing labor productivity.

One of the directions of expanding the coverage of labor rationing of time-paid workers is the establishment for them of labor costs, headcount standards, service standards and rationed tasks. The use of scientifically based norms and standards helps to lay off some of the workers, to improve the quality of the products created.

Another area of work to improve labor is the timely revision of norms.

The introduction and revision of labor standards is ongoing. The norms cannot remain unchanged due to the constant decrease in the labor intensity of the production of products. Therefore, the enterprises are working on the use of reserves for the growth of labor productivity and the establishment of progressive standards.

Most often, labor standards are revised in the process of attestation of workplaces, which provides for an assessment of the quality of labor standards in force at these workplaces as one of the most important indicators of the organizational and technical level of production.

CONCLUSION

So, labor rationing is the establishment of a measure of labor costs for the manufacture of a unit of a product or the performance of a given amount of work, taking into account a certain (projected or actual) organization of labor.

The most important tasks of labor rationing are the consistent improvement of the organization of labor and production, a decrease in the labor intensity of products, an increase in the material interest of workers in increasing production efficiency, and the maintenance of economically justified relationships between the growth of labor productivity and wages.

Labor rationing contributes to the rational arrangement of employees of the enterprise and their correct use of working time, has an impact on improving the organization of labor and production. The developed norms are used in drawing up plans for an enterprise and its divisions, solving issues of division and cooperation of labor, determining the required amount of equipment and the number of employees. The validity of the norms largely contributes to the correct determination of the size of wages, the material interest of workers, the implementation of the principle of remuneration for labor in terms of its quantity and quality.

Bukhalkov MI Organization and regulation of labor [Text]: textbook. for universities / M. I. Bukhalkov. - M., 2007. - S. 164-170.

Konoplitsky V., Filina A. This is a business: Explanatory words... economy terms.-Kiev, 1996.

The main directions of improving the standardization of labor at the enterprise.

Improving labor rationing is the most important element of enterprise management.

Civil Code, Labor Code Russian Federation restrictions in the organization of wages were practically lifted, which removes obstacles to improving labor rationing, whereas earlier, in the conditions of an administrative-planned economy, the organization of wages was strictly regulated by the state.

In modern conditions, the organization of labor rationing becomes the prerogative of the enterprise, excluding direct government intervention in this work. The state should move from decision-making functions to performing tasks that are determined directly by the needs of enterprises.

At the same time, the state must determine uniform principles for organizing labor rationing, General requirements social protection of workers with an increase in the tension of norms.

To improve the standardization of labor at the enterprise, work should be carried out in the following areas:

1. The maximum possible expansion of the scope of labor rationing (coverage of all workers and work by labor rationing), which would ensure the measurement and assessment of labor of any category of workers.

2. Improving the quality of existing standards, their maximum approximation to the level of required labor costs:

· Due to the wider use of centrally developed regulations or local more progressive regulations;

· Increasing the validity of norms and standards, taking into account all factors by the amount of labor costs.

3. Improvement of the normative and methodological base of labor rationing, i.e. expanding the development of cross-sectoral and sectoral standards as recommended, which will not only provide significant assistance to the enterprise, but also eliminate duplication of the development of similar standards.

4. Automation of work on standardization, both at the design stage of technological processes, and in existing production within the framework of automated systems enterprise management based on personal computers.

5. Staffing.

6. Regulation of labor rationing issues in the system of social partnership.

Improving the organization of labor of specialists in labor rationing.

The improvement of the organization of labor of specialists should be carried out in accordance with the principles of continuity, complexity, consistency, scientific character.

The most important areas for improving the organization of labor of specialists at the enterprise include:

Improving the division and cooperation of labor: rationalizing the technological, functional and qualification division of labor; introduction of multi-station (multi-unit) service, combination of professions and functions; increasing the efficiency of labor cooperation (introduction of progressive forms and types of brigade labor organization);

Improvement of the organization and maintenance of workplaces: rational planning of workplaces and their chain in the area, workshop; organizational and technical equipment of workplaces; expansion of typification in the planning and equipping of workplaces; design of scheduled preventive systems for servicing workplaces, ensuring the effective use of the total working time of the main and auxiliary workers;

Improvement of working conditions: normalization of sanitary and hygienic working conditions; ensuring labor protection requirements; ensuring normal psychophysiological working conditions; streamlining of consumer services for workers; increasing the level of aestheticization of the production environment; primary mechanization of heavy and harmful work; elimination of emotionally negative labor factors;

Rationalization of the mode of work and rest (intrashift, weekly, monthly and annual); rational shift in the enterprise and its divisions, certain categories of workers; effective use of non-working time and measures to ensure it;

Improvement of the organization of selection, training and advanced training of personnel: provision of training and retraining of personnel; according to the needs of production; organization of a system of vocational guidance and professional selection; improvement of general educational and economic training of personnel; improvement of the forms and methods of professional development of personnel; creation of conditions that ensure the stability of personnel; adherence to standard programs and terms of training in professions and qualifications;

Study and implementation of advanced techniques and methods of labor: rationalization of labor techniques and movements; the introduction of progressive methods of work within the shift; instructing performers and training them in advanced techniques and methods of labor, ensuring the saving of working time and an increase in labor productivity;

Improvement of labor rationing: development and implementation of technically sound norms, rational regulation of their revision; expansion of the rationing front for all categories of workers; development and implementation of regulatory nomograms; improvement of the organization of standardization work;

Rational organization of labor incentives: improving forms of collective incentives labor collectives; the use of effective systems of individual bonuses; economic substantiation of forms and systems of individual remuneration; improvement and widespread introduction of forms of moral incentives;

Increasing satisfaction with work, work in a team as the most important indicator of the social efficiency of labor organization:

o ensuring a creative attitude to work, the development of rationalization and invention;

o strengthening labor discipline;

o increasing responsibility for the results of work, developing comradely mutual assistance, etc.

Conclusion

Labor rationing is the process of establishing the necessary labor costs and its results, the optimal number of employees of various categories and groups, their specific ratios in the total number of employees of the enterprise, the necessary ratios between the number of employees and the number of units of equipment / machines, installations, devices, etc.

At the same time, labor rationing is a type of activity to address issues of labor rationing in specific production conditions. The results of work on labor rationing are largely determined by the professional level of labor specialists, their experience and ability to contact workers in the process of rationing and organizing their work.

In accordance with the tasks set in term paper the essence, content and functions of labor rationing were determined; the organization of work on the introduction, replacement and revision of the norms has been studied. Considered a brief description of enterprises, structure and functions of regulation bodies.

An analysis of the quality of the current regulations was carried out. As a result, the following indicators were calculated: the limit of deviations of the average labor productivity of a given group of workers relative to the average labor productivity of a larger population of workers, the deviation of the average level of intensity of norms in the "i" group of workers from the average level of tension of norms of a larger population of workers, etc. ...

In the course work, the main directions for improving the standardization of labor at the enterprise and directions for improving the organization of labor of specialists were proposed.

Bibliography

1. Labor Code of the Russian Federation.

2. Adamchuk V.V., Romashov O.V., Sorokina M.E. Economics and Sociology of Labor: Textbook for universities. - M .: UNITI, 1999 .-- 407 p.

4. .

Rofe A.I. Organization and regulation of labor: Textbook for universities. - M .: Publishing house "MIC", 2001.-368s .

Tikhomirova T.P. Organization, regulation and remuneration of labor at the enterprise. Yekaterinburg: Publishing house of GOUVPO "Ros.Gos.prof.-ped.un.-t", 2008.

Pashuto V.P. Organization, rationing and remuneration of labor at the enterprise: educational and practical manual / V.P. Pashuto. - 7th ed., Erased. - M.: KNORUS, 2012.

4 Shchekoldin, V.A. Labor rationing [Text]: textbook / V.A.Schekoldin.- 2nd edition, add.- Samara: Samara State Economic University Publishing House, 2009.-180s.

5 Adamchuk V.V., Romashov O.V., Sorokina M.E. Economics and Sociology of Labor: Textbook for universities. - M .: UNITI, 1999 .-- 407 p.

Shchekoldin, V.A. Labor rationing [Text]: study guide / VA Shchekoldin. - 2nd edition, additional - Samara: Samara State Economic University Publishing House, 2009.-180s.

Sklyarevskaya V.A. Organization, rationing and remuneration of labor at the enterprise: Textbook / V.A. Sklyarevskaya. - M .: Publishing and Trade Corporation "Dashkov and K °", 2012

Pashuto V.P. Organization, rationing and remuneration of labor at the enterprise: a training manual / V.P. Pashuto. - 7th ed., Erased. - M.: KNORUS, 2012.

TOPICS OF CONTROL WORKS

FOR STUDENTS OF THE CORRESPONDENCE FACULTY

TOPIC 1 Improving the organization of the labor process

(for example (name of the organization))

In the theoretical part, they consider the concept and classification of the labor process; features of the organization of the labor process in different industries and modern trends in the organization of the labor process.

To determine the level of staffing of the studied unit, their normative need is compared with the actually available quantity.

The existing organizational and technological scheme of the studied labor process is given and its assessment is given from the point of view of compliance with the technology requirements.

In the design section, a new (rational) labor process is developed (designed), in which all the shortcomings identified during photo-timing observation must be eliminated, and improvements made to reduce labor costs and funds for production and ensure an increase in labor productivity.

Based on standard working hours. provided for the implementation of all the constituent elements of the new (project) version of the studied labor process, make up the project balance and the structure of the cost of working time for changing this labor process.

This section should contain specific proposals for improving the organization and maintenance of the workplace, working conditions, work and rest regimes for workers in the industry (unit).

TOPIC 2 Improving the organization of workplaces for workers

The theoretical part should be disclosed: the concept and types of jobs. Features of the organization of workplaces of workers. The essence, purpose and objectives of workplace certification.

The practical part provides information on the number of personnel in the studied organization over the past three years, on their provision, as well as their structure in terms of work experience and level of qualifications.

TOPIC 3 Improving the organization of workplaces for specialists

(for example (name of organization))

The theoretical part should be disclosed: the concept and types of jobs. Features of the organization of work places for specialists. The essence, purpose and objectives of workplace certification.

Provides information on the number of jobs in the studied unit according to their types, the nature of use and categories of workers employed in them. All workplaces of all categories of workers are subject to registration: permanent and temporary, existing and unused, secured and unsecured labor force on the date of the accounting.

The characteristics of the organization and maintenance of workplaces of the studied division are given, showing at the same time their equipment, equipment, layout, forms and methods of service. The layout diagram of the most common workplace in this division is given. In conclusion, a general assessment of the level of organization and service of workplaces is given.

The project section should disclose the content, purpose and objectives, as well as the organization and sequence of work to rationalize workplaces.

Proposals for the rationalization of workplaces m. developed in the following main areas:

¾ increasing the technological level of workplaces on the basis of mechanization and automation of main and auxiliary processes, replacement of machinery and equipment with more productive and economical ones for specific natural and production conditions, etc .;

¾ increasing the organizational level of workplaces on the basis of ensuring the rational use of machinery and equipment, the introduction of advanced forms of organization and remuneration, etc .;

¾ improvement of working conditions based on compliance with optimal temperature and light conditions, suppression of sources of noise, gas pollution, dustiness, etc.

TOPIC 4 Organization and ways of improving labor standards

(for example (name of organization))

The theoretical part reveals the essence of labor rationing in an organization. The feature is shown in the organization of labor rationing in different shocks of industry and in organizations with different forms of ownership.

Provides information about the activities of the regulatory service, the availability and provision of regulatory materials (standard production rates, maintenance, number, regulatory reference books, etc.); information about the years of the last certification of production conditions, as well as the availability of the results of certification of production conditions and their quality; on the methods and techniques of labor rationing used in the organization. Providing a list of normative documents (labor standards) available in the organization, indicate the organization that developed them and the year of publication. Set out the procedure for establishing, checking, revising and replacing obsolete labor standards.

Conduct an analysis of the compliance of labor standards applied in the organization existing conditions production, for which they determine the proportion of scientifically grounded labor standards in their total number. It is generally accepted that the norms established by the element-by-element method by qualified economists-rationers in compliance with all the requirements can be considered appropriate to the conditions of production.

The project section includes specific proposals for eliminating the shortcomings identified in the analysis of the state of the organization of labor regulation at the enterprise, and first of all for revising outdated and erroneously established norms, the use of the latest normative reference books to establish norms corresponding to the achieved levels of organization of production and labor, equipment and technology ...

1.1. The concept, tasks and role of labor rationing at enterprises of the oil and gas complex

Modern production with a complex and varied technique and technology, a large number of workers involves the establishment and regulation of the necessary quantitative proportions between different types of labor. To do this, you need to know the measure of labor costs in terms of quantity and quality, for each production area and each type of work. Such a measure of labor is the working time required to perform each individual work (operation) in the existing organizational and technical conditions.

The measure of labor as the absolute amount of the total working time required to produce a unit of a certain type of product or to perform a certain work at a particular enterprise takes on a specific form, expressed in the labor rate. The latter contains the structure and the amount of necessary expenditures of working time, taking into account the specific technical and organizational conditions of production at the enterprise, in the shop, at the site and at the workplace. Labor standards are established using rationing methods. (Fig. 1) Consequently, labor rationing is a process of establishing the amount of labor time spent in the form of labor norms for performing a certain work in the most rational organizational and technical conditions for a given production.

Rice. 1 Methods of labor rationing

In the above definition, it is important that labor standards must correspond to the most effective options for the conditions of a particular workplace, options for the technological process, labor organization, production and management, i.e. optimal operating modes of equipment, rational maintenance of technological and labor processes, advanced methods and techniques of labor, the most appropriate systems and procedure for servicing and providing jobs. In addition, labor standards should determine those conditions in which the worker's work will be less tiring, more productive and meaningful.

Thus, the labor rate determines the amount and structure of the expenditure of working time required to perform a specific job, and is a standard against which the actual expenditure of time is compared in order to establish their rationality. Expressing the measure of labor at each workplace, labor standards, on the one hand, are a means of making a profit, on the other hand, they should contribute to the solution of social problems, providing workers with a normal intensity of labor and its meaningfulness.

Labor rationing includes a technical, economic and physiological substantiation of the necessary (normative) labor costs, measurement and assessment of labor costs based on the norms, as well as the development of measures to introduce these norms into production.

The most important part of the standardization work is the establishment of a scientifically based system of labor standards.

Labor rationing serves as the basis for the scientific substantiation of the plan for labor and wages.

The main tasks of labor rationing include: continuous improvement of methods and techniques for setting labor standards, increasing scientific validity and maintaining a constant progressiveness of norms, ensuring the widespread use of mathematical methods for substantiating norms and modern technology in studying the cost of working time, expanding the scope of labor rationing in order to cover all of them. categories of workers, the introduction of IT activities in the workplace and progressive technology for performing production operations.

For labor rationing at oil industry enterprises, norms are applied the following types: time, production, maintenance and headcount standards.

Sectoral ones are intended for labor rationing at enterprises of one sectoral ministry (department), and intersectoral ones are applicable at enterprises of two or more ministries (departments).

Differentiated standards are intended for the conditions of mass, large-scale and serial production, and enlarged ones are effective in the rationing of labor in small-scale and individual production.

Therefore, when rationing labor for the analysis and identification of production reserves, it is necessary to classify and study the time in relation to the performer (worker), to the machine and the production process as a whole.

The main task of technical rationing is to study working time, identify necessary and unnecessary costs, reflect in the rates only those costs of time that are really necessary to complete production tasks.

In the practice of work on labor rationing at enterprises of oil and other industries, two methods of rationing are used: summary and analytical.

For the purposes of technical regulation, it is very important to choose a work meter for which the norm is set.

It must meet the following basic requirements: be convenient for accounting for the volume of work and settlements with workers, understandable for a wide range of performers, convenient for operational rationing and consolidation of norms, and meet the accepted forms of labor organization.

Direct rationing of working hours and the subsequent determination of the total labor intensity and the annual volume of work with the allocation of labor intensity by type of work.

In modern conditions, the purpose of labor rationing is to actively influence the potential and performance of enterprises to achieve two interrelated economic and social goals: ensuring the production of competitive goods and services and rational use of human resources. In accordance with this, the requirements for labor rationing are also increasing, which can be formulated as follows:

 the largest possible coverage of labor rationing for all categories of workers, providing an objective measurement and assessment of their labor costs;

 high quality standards set analytical method rationing using progressive regulatory materials;

 an integrated approach to the calculation and establishment of labor costs by taking into account organizational, technical, economic, psychophysiological and social factors;

 ensuring the normal intensity of work of employees in order to preserve their long-term performance and health.

 analysis of the production process, dividing it into parts; - selection of the optimal technology and work organization;

 design rational regimes work of equipment, techniques and methods of work, system of servicing workplaces, modes of work and rest;

 calculation of norms in accordance with the peculiarities of technological and labor processes;

 introduction and subsequent adjustment of standards as the organizational and technical conditions of production change.

Therefore, labor rationing is an important link in both the technological and organizational preparation of production, and its operational management.

In a market economy, the most important is the relationship of rationing with labor planning.

1. Based on the pre-established norms of labor costs for various types of operations, the labor intensity of work and the need for the required number of personnel are determined.

2. Connection of labor rationing with the development of bonus systems, depending on the accuracy and value of labor costs, the degree of their tension. This is due to the requirements for the rational use of the labor potential of workers, in connection with which, in labor standards not only the pace of work (labor intensity) is laid, but also neuropsychological and intellectual loads, which increase in the conditions of using the latest technology. In this regard, I would like to especially note the process of individualization of norms in order to make fuller use of the labor potential of each employee based on his real abilities and personal material interests.

3. Rationing of labor processes is closely related to the task of increasing labor productivity and improving its organization at each workplace, which corresponds to the concept adopted in countries with developed market economies.

In addition, the facts noted at the present time by employees of the Research Institute of Labor and Social Insurance allow us to speak of the demand for labor rationing as a tool for managing the activities of any organization.

First, there is a sharp increase in the interest of various enterprises (oil and gas sector, metallurgy, mechanical engineering, food industry, transport) in the development and improvement of the local labor rationing system. Which implies the development of both the norms and standards for labor (time, service, number, etc.), and the creation effective system management of this area (mechanism for systematic assessment of the quality of norms, timely revision, etc.).

So, for example, at present at the enterprises of OAO TATNEFT there are more than 900 thousand standards grouped by type of work and listed in 518 collections of labor standards. Every year the research station (NIS) analyzes the coverage of employees of OAO TATNEFT enterprises with labor rationing. The share of employees whose labor is standardized at OAO TATNEFT, including subsidiaries, is 97%, including workers - 99.8%.

Secondly, the demand for the intersectoral normative reference books distributed by the Institute, developed by the Central Bureau of Labor Standards, has sharply increased. Most of these collections are outdated and should not be distributed, since their validity period, adopted back in the Soviet period, is 5 years. It seems that in modern conditions of constant renewal of equipment and technology, this period should be even shorter. At the same time, some reference books provide a good starting point for the development of local labor rationing systems, but can only be used by professionals.

However, currently occurring significant changes economic conditions, create a favorable environment for the development of the system of labor rationing. Of course, the formation of a competitive environment in a number of sectors of the economy and the arrival of Western manufacturers. According to the results of numerous scientific studies by Western experts, it is clear that the main factor in the development of the system of labor rationing at the enterprise level is the presence of a competitive environment and, accordingly, the desire to increase labor productivity, reduce costs, etc. In addition, the launch of new production facilities and equipment upgrades. Effective planning of the volume of new production, the required human resource is impossible without "serious" rationing of labor. An additional factor was the desire of certain Russian companies to enter international markets capital, for which the openness and transparency of methods of management of the social and labor sphere is increased. A striking example of such openness is the annual social audit and publication of social reporting by individual companies. In this case, the main principle of this work is the principle of voluntariness. Continuous growth of salaries and a shortage of qualified specialists. In these conditions, the employer is forced to increase the efficiency of using labor resources, as well as the emergence of financial opportunities for successful manufacturers to conduct research works.

1.2. Legal regulation of labor at oil and gas enterprises in the Russian Federation

The foundations of legal regulation of the Russian oil and gas industry were laid back in the 19th century.

Today, the regulatory and legal framework of the country's fuel and energy complex is a fairly extensive system, which is based on the laws of the federal level and the constituent entities of the Russian Federation. Federal laws, bylaws, presidential decrees, government decrees, departmental acts, laws, decrees and orders of the executive authorities of the constituent entities of the Russian Federation - this entire huge array, which continues to multiply exponentially, is designed to regulate the oil and gas industry. Many experts analyzing the condition legal support in the industry, they say that the current legislation of the fuel and energy complex is not yet sufficiently formed. It is notable for its cumbersomeness, it is often not possible to track a large number of by-laws of various executive authorities, to determine their compliance with other documents. It is necessary to update, eliminate existing contradictions and inconsistencies.

The legal status of economic entities, including oil-producing enterprises, is legally determined by the norms of law. The decisive role in the legal framework is played by the provisions of the Constitution of the Russian Federation on the unity of economic space, freedom of movement in Russia of goods, services and financial resources, support of competition, freedom entrepreneurial activity... Mention should be made here of the Civil Code of the Russian Federation, the Tax Code of the Russian Federation, as well as federal laws "On Joint Stock Companies", "On Limited Liability Companies", "On state registration legal entities and individual entrepreneurs "," On the protection of the rights of legal entities and individual entrepreneurs during state control (supervision). " All these documents refer to general legal acts and apply to business entities in all spheres of activity.

The legal acts that apply directly to the oil and gas complex include federal laws: "On Subsoil", "On Production Sharing Agreements", "On the Continental Shelf of the Russian Federation", "On industrial safety hazardous production facilities ”,“ On gas export ”. An important role in the regulation of the fuel and energy complex belongs to the Energy Strategy of Russia for the period up to 2030, which became the successor to the Strategy until 2020.

One of the most acute and long overdue tasks is the need to reform the gas complex of the Russian Federation.

The directions of transformation in the gas industry are obvious:

 overcoming the imbalances in the development of the gas industry and the difficulties of establishing the market;

 further development of forms and methods state regulation;

 removal of administrative restrictions and expansion of the scope of application of market mechanisms.

In this regard, the implementation of institutional transformations in the gas industry by now is, perhaps, the most urgent and priority. We need the development of market infrastructure, in particular, the institution of exchange trading for the sale of part of the gas at market prices.

To the most important issues whose solution is related to legislative activity in the field of liberalization of the gas market, it should be attributed: gradual deregulation of the gas market with the establishment of differentiated prices for different consumers; equal access to pipelines of all its manufacturers; resolving the issue of access to exports for all gas producers; use of gas as motor fuel; use of associated petroleum gas; deep processing of hydrocarbon raw materials; resolving the issue of state registration of low-pressure gas pipelines. In their form, these can be amendments to the current law "On Gas Supply in the Russian Federation" or independent bills.

Representatives of both legal and economic science are increasingly advocating that the legal regime for oil resources be established in one law, which would consolidate the legal regimes for natural resources. In this case, we can talk about the adoption of a federal law "On oil activities" or "On natural resources."

Another urgent task of the legislators is to prepare a new version of the Law on Subsoil. Russia is a raw-material power, the export of oil and gas provides most of the foreign exchange earnings to the state budget. In addition, in some constituent entities of the Russian Federation, on the territory of which oil and gas fields are located, along with their own legal framework regulating relations among production enterprises, there was also a Regional Law “On Oil and Gas”. For example, in the Republic of Tatarstan such a law, having entered into force in June 1997, existed for almost five years. According to the Republican law, hydrocarbons in the subsoil were assigned to state property; by-laws were also developed and enacted, for example, on the procedure for licensing the use of subsoil, on payments for the use of subsoil, on the right of the Tatarstan Cabinet of Ministers to set excise rates. It is not surprising that the Regional Oil and Gas Law did not comply with federal legislation. Here it is enough to recall the provisions from the Constitution of the Russian Federation.

Since all legislative and regulatory activities in the oil and gas sector are guided by the constitutional tenets, the Law "On Oil and Gas" of the Republic of Tatarstan in February 2002 became invalid. A similar situation developed in the Tyumen region. These examples show that one of the most relevant today is the problem of compliance of the legislation of the constituent entities of the Russian Federation with federal legislation, including on the regulation of oil activities. And the adoption of the Federal Law "On Petroleum Activities" could give harmony, put things in order in this area.

This point of view has enough opponents who believe that the main the legislative framework, which regulates the industry, exists, it only needs to be used effectively.

The "oil" law has been tried several times in Russia. The most memorable attempt was made in 1995, when the draft law “On Petroleum Activities” was approved by the Federal Assembly, but Russian President Boris Yeltsin exercised his “veto”. And the law did not pass.

The current Law "On Subsoil", despite the abundance of amendments, no longer reflects the specifics of exploration, development and use of oil as a natural resource, does not approve the specifics of the legal regime, does not create conditions for the inflow of investments.

Many amendments have been made to the Subsoil Law. According to one of them, the “two keys” rule was canceled, when the subjects of the federation were barred from participating in the management and financing of exploration works. In 2004, the centralization of subsoil management took place. Federal executive bodies began to dispose of the resources of the continental shelf, territorial and inland seas. Resources of local importance remained in the administration of the subjects of the federation.

The source of financing for geological exploration from the trust fund, formed at the expense of contributions from mining companies, was abolished. The Subsoil Law has serious inconsistencies with the Land, Forestry and Water Codes. As a result, when issuing a license, dozens of approvals are required, which take one and a half to two years.

According to experts, the Law "On Subsoil" does not have a priority even with regard to strategic types of minerals. Priority here is given to land legislation and the owner of the land. Often, in regions where 65-70% of the land has been privatized, the setting of exploration and mining operations is a big question.

One of the authors of the Law "On Subsoil", President of the Russian Geological Society Viktor Orlov on the pages of the magazine "TEK Rossii" noted that: the essence of the law comes down to one thing - how to distribute licenses, how to put a site into circulation. Directly about the geological study of the subsoil, about geological prospecting, about the mineral resource base and its reproduction, it practically does not say anything.

the federal law of November 30, 1995 No. 187-FZ "On the Continental Shelf of the Russian Federation" is essentially declarative in nature. The text of the law states that it “defines the status of the continental shelf of the Russian Federation, the sovereign rights and jurisdiction of the Russian Federation on its continental shelf and their implementation in accordance with the Constitution of the Russian Federation, generally recognized principles and norms of international law and international treaties of the Russian Federation. Issues related to the continental shelf of the Russian Federation and activities on it, not provided for by this Federal Law, are regulated by other federal laws applicable to the continental shelf of the Russian Federation. "

For example, the requirements for subsoil users on the continental shelf are spelled out in the Subsoil Law in Article 9. Recall that such users must have at least five years of experience in the development of subsoil areas on the continental shelf of the Russian Federation. In addition, these must be state-owned companies, that is, "the share of the Russian Federation in the authorized capital must be more than 50%."

At the end of 2012, amendments to the Federal Law “On the Continental Shelf of the Russian Federation” were approved. The changes concerned the improvement of legal regulation in the field of preservation and protection of the marine environment from pollution by oil and oil products.

The Federal Law of July 18, 2006 No. 117-FZ "On Gas Export" contains only three articles. The first of them says that the law defines the basis for state regulation of gas exports based on the need to protect the economic interests of the Russian Federation, fulfill international obligations for gas export, and ensure the receipt of income. federal budget and maintaining the fuel and energy balance of the Russian Federation. The document grants exclusive rights to export gas to the organization - the owner of the unified gas supply system (that is, Gazprom) or its subsidiary, “in authorized capital whose share of participation of the organization - the owner of the unified gas supply system is 100% ”.

It is important to note that this law applies to gas produced from all types of hydrocarbon deposits and transported in a gaseous or liquefied state. However, the requirements do not apply to the export of gas produced in accordance with production sharing agreements concluded prior to the entry into force of this law.

The authors of the bill noted in the explanatory note that natural gas is recognized as a strategically important raw material, the export of which should be carried out through a single channel “in order to ensure the fulfillment of the international obligations of the Russian Federation, to prevent the depletion of its irreplaceable natural resources, to optimally protect the fiscal interests of the state and to comply with the interests of the country's energy security. ".

Despite the strict parameters set by the law, lawmaking does not stand still. In 2013, the Ministry of Energy of the Russian Federation completed the development of amendments to the Federal Law “On Gas Export”, which allowed independent producers to export LNG on their own.

In accordance with the bill, companies whose field development licenses provide for the construction of a gas liquefaction plant or sending gas for liquefaction, as well as companies developing shelf fields, are allowed to export LNG. It is also allowed to export LNG, which is produced from gas produced under production sharing agreements.

The first production sharing agreements (PSAs) in Russia were signed at a time when world oil prices were at a low level. According to experts, this moment is considered the most profitable for investors concluding PSA agreements.

Federal Law No. 225-FZ "On Production Sharing Agreements" was signed by the President of the Russian Federation on December 30, 1995. It is worth noting that the average annual price of Brent crude was then $ 17.1.

Shortly thereafter, the State Duma approved a list of subsoil plots, the right to use which could be granted on the terms of the PSA. A total of 250 fields were included in this list, including 213 hydrocarbon fields located on the territory of 32 constituent entities of the Russian Federation.

For various reasons, it was then possible to conclude only three contracts. In this case, we are talking about the Sakhalin-1, Sakhalin-2 and Kharyaginskoye PSA projects.

The PSA principle is based on the fact that an investor who has entered into an agreement with government agencies is provided with a special taxation procedure. Only income tax and payments for the use of subsoil are collected from it, which include one-time payments (bonuses), annual payments for exploration and exploration (rentals) and regular payments (royalties). The PSA includes two stages: the investment period (when the investor pays only payments) and the capital return period (taxes and payments). At the second stage, the division of products into compensatory and profitable ones begins in the agreed proportion. At this stage, the investor is reimbursed for investment costs.

The Federal Law "On Production Sharing Agreements" provided for some restrictions on the activities of investors. Thus, a procedure has been established for the State Duma to approve not only the list of deposits that could be developed on the basis of a PSA, but also contracts to be concluded. In addition, at least 80% of the employees involved in the project must be Russian citizens; at least 70% of the total amount of orders for equipment, technical means and materials should be placed at Russian enterprises.

It should be recalled that according to the Law on Production Sharing Agreements, the state leases to users for a long time the fields located in strategically important areas. And according to the norms of international law in the event of a conflict or unstable situation in order to protect property foreign companies UN troops can be brought in there. It is not surprising that the PSA regime often gets nuts from its opponents.

One of the provisions of the Constitution of the Russian Federation (Chapter 1, Article 15) states that “the generally recognized principles and norms of international law and international treaties of the Russian Federation are an integral part of its legal system. If an international treaty of the Russian Federation establishes rules other than those stipulated by law, then the rules of the international treaty shall apply. " That is, the norms of international law take precedence over the rules established by the legal acts of the Russian Federation in the event of their conflict. They can be used when considering specific cases, and business entities can resort to them in order to protect their rights.

The generally recognized principles and norms of international law are contained in the UN Charter, declarations and resolutions of the UN General Assembly (the UN Convention on Contracts for the International Sale of Goods, the UN Convention on the Carriage of Goods by Sea), documents of other international organizations on the most general and global issues of international law and order , decisions of the International Court of Justice.

1.3 Foreign experience of labor rationing in oil and gas companies

Labor rationing is an organic part of the enterprise management function. This is evidenced by the experience of economically developed countries, where labor rationing is associated with all areas of enterprise activity: production, technical, organizational, financial, economic and social.

It so happened that many modern methods of labor rationing were developed by foreign experts. The founder of this institute is considered American engineer Frederick Winslow Taylor, who studied work processes in detail, analyzed the movements of workers whose work functions involved the use of production equipment... Taylor's results have significantly increased the pace and productivity of labor.

To date, the concept of "labor rationing" in the foreign interpretation combines various methods of establishing the amount of labor costs required to complete a specific production task, in conjunction with the subsequent development on their basis of a system of performance indicators.

One of the methods of labor rationing in Western enterprises is timing, the purpose of which is not so much the study of the costs of working time, but the design of their minimum values, taking into account the assessment of the rate of work of labor, which should be laid down in the rate of time. The timing method is implemented in some computer programs, which allow you to instantly process the results obtained, giving the final information in an accessible and easy-to-understand form. For example, the UmtPlus ™ software from the Canadian company Laubrass Inc. allows you to measure the set of sequential operations of a production task, registering the name and start time of each operation. Any aspect of the results obtained can be presented in the form of bar charts or diagrams that demonstrate with any degree of detail, for example, the percentage of time spent on certain categories of operations or on various groups action. This software makes it possible to carry out labor rationing 85% faster than using a stopwatch. The WorkStudy + program of the Canadian company Quetech Ltd. has similar functions, the users of which include such well-known corporations as General Motors, Boeing, Deloitte & Touch.

For the standardization of work on the maintenance of production, as well as processes that do not lend themselves to timing measurements, the method of momentary observations is used. It consists in statistical processing of the results of observation of a separate group of mechanisms, processes or workers, carried out over a period of time. When using this method, the observer systematically or at random points in time notes exactly what actions are performed by an employee or a group of employees at the time of observation. To calculate the required number of observations for certain time or for the need for the accuracy of the results, special formulas have been developed that simplify the development of software for labor rationing based on this method.

A very peculiar approach to labor rationing is implemented in the so-called physiological method. The essence of this method is that labor standards are determined on the basis of the employee's energy consumption, produced by him while performing a particular job. The energy costs themselves are determined based on the amount of oxygen consumed by the employee, heart rate indicators, pulmonary ventilation, body temperature and the concentration of lactic acid in the blood. The physiological method has proven itself in the rationing of physical labor. The advantage of this method is the extremely high accuracy and objectivity of its results, uncharacteristic for most other methods.

Currently, the main method is based on the use of time standards for labor movements, namely, microelements. The founder of the method of microelement rationing (MTM) is our compatriot - Professor of the St. Petersburg Engineering and Economic Institute V. I. Ioffe. Currently, in the USA, Canada, Sweden, Germany, Japan and other countries, various systems of trace element standards and their modifications are used (MTM-1, MTM-2, MTM-3, MOST, MODAPT, WORKFACTOR, etc.), which differ in composition microelements, the procedure for accounting for factors affecting their duration, and a number of other indicators.

Unfortunately, most of the existing labor rationing methods are subjective, as they are based on assumptions, assumptions and generalizations. Of course, modern technologies make it possible to eliminate a number of problems associated with human factor- fatigue, inattention, insufficient qualification of the observer. But it is quite difficult to achieve one hundred percent accuracy in this area, since the studied reality of labor processes is not stable and is capable of changing under the influence of various factors. Therefore, all methods of labor rationing require validity in their practical application.

Foreign experts note that today the competent use of modern methods of labor rationing allows corporations to save hundreds of thousands of dollars a year, effectively using available financial and human resources, avoiding economically unjustified staff reductions and unreasonable expenses for the purchase of equipment. An employer who does not pay due attention to labor rationing deprives himself of the opportunity to reliably determine ways to increase the profitability of his activities as a whole or its individual areas.

Based on world experience, the Russian Federation needs a transition from traditional methods of labor rationing, based on the use of timing observations, which does not imply a thorough quantitative analysis of methods and methods of performing the labor process, to methods of analyzing labor processes using microelements and applied mathematics to find optimal options. labor process.

Thus, studying foreign experience in the field of labor rationing can provide serious support Russian specialists, allowing you to imagine in advance all the advantages and disadvantages of modern methods that have positively proven themselves in practice.

1.4. Management of the remuneration system in the oil and gas industry

To analyze the emerging trends in the management of labor relations, the specifics of these processes in special climatic and industrial conditions, it seems relevant to study foreign experience in this area.

It should be noted that approaches to the management of labor markets, including at the territorial level, have serious differences in different countries related to historical conditions, geographical location, national structure, level economic development etc. The regulation of labor relations depends on the general concept of regional policy adopted in this state system. However, the specific features of the northern regions leave a noticeable imprint on these general principles. Here, the strategic interests of the state are manifested to a greater extent, in some cases eroding the standard criteria. The nature of the regional impact on labor relations is determined primarily by what functions and powers are transferred to this level in the general state management system (Table 1).

The northern regions of Canada (70% of the territory), which are very rich in natural resources, are home to less than 1.5% of its inhabitants. These are indigenous peoples and visiting residents of small villages. The “resource” sector produces about 4% of the country's gross domestic product, while employing less than 2% of the economically active population. If private entrepreneurs prefer ready-made personnel, then the state, fulfilling its social functions, seeks to attract local residents to the jobs he needs. To this end, the state organizes vocational training for indigenous people, and also encourages private firms to do the same (promising in return various benefits, assistance in the development of industrial and social infrastructure). The policy of the state only turns out to be effective when it acts in accordance with objective economic factors.

Table 1

Comparative analysis of foreign experience in government systems with northern territories

Country Distribution of functions in labor regulation

USA Production principle: by the nature and scale of marketing of manufactured products. Federal labor laws apply to businesses that go to markets in other states. Labor in enterprises of "internal" significance is regulated by state laws. The minimum wage is determined by law. Unemployment benefits are primarily governed by state law

Canada Regions have the most extensive powers. The process of distributing powers between levels of government depends on the size of territorial entities, population size, and the scale of economic activity.

Sweden Virtually nonexistent. Influence of provinces and bodies municipal government on the scope of regulation of labor relations is very limited. The regulation of wages is based on the terms of collective agreements. Sectoral agreements include wage rate scales, local agreements include wage premiums

The real problem of labor resources in the North is to find ways and methods of attracting qualified workers (through targeted migration or advanced training of local residents) to certain objects in the required quantity. Therefore, we can say that the regulation of labor markets in the foreign North is determined by the economic policy of the state in relation to these territories, although the influence of their strategic position cannot be denied. The direct assistance of the state in the development of the North in world practice is quite diverse and goes through many channels, including those related to the development of infrastructure. This is, first of all, the construction of highways - “roads to resources”. In the process of developing the territory, the state assumes the costs of other types of infrastructure - the construction and operation of piers, airfields, communication systems, residential settlements. Indirect assistance in the form of licensing, tax, transport-tariff and other benefits is acquiring wide proportions. The state carries out orders for research and development work. In cases where production activity is associated with special risk or is determined by long-term state strategic interests, state firms are created.

Most of the individual firms, operating in the North, are not directly interested in creating a contingent of a permanent population and in raising the qualifications of workers at the place of work. Multinational companies for oil and gas production provide high mobility of personnel capable of deploying thousands of highly skilled workers in areas with difficult natural conditions in a matter of months. The rotational method is widely used in world practice in the development of new industrial territories, in the mining and forestry industries, in the conduct of pioneering construction in remote areas and areas with extreme climatic conditions, which are characterized by psychologically difficult for the non-indigenous population "separation from civilization." Another area of effective application rotational method is the removal of peak loads in industrial development programs and industries with a seasonal nature of attracting labor.

For private companies engaged in the development of the North, a differentiated approach to various categories of workers is characteristic. The wage premiums for skilled family workers who intend to settle in the North for a long time are 40-70% higher than those received by low-skilled youth who arrived for a deliberately short period of time. Measures to improve housing, cultural and living conditions are also focused on securing qualified workers, in which the state provides significant assistance to companies through housing construction programs and soft loans. Measures to improve the quality of life are considered in the foreign North to be a more effective means of securing workers for the required period than raising wage rates, which can shorten the period of stay in the “inhospitable” North. The higher the earnings, the sooner a person will accumulate the amount he needs for a better arrangement and leave the North. The excess of hourly rates among employees in comparison with rates in developed areas, in general, is small - 10-20%.

A number of benefits are often introduced - free travel during vacation to a vacation spot, preferential loans, etc. Most of the workers in the North are deliberately temporary, which companies are not trying to secure. For a fuller use of workers in this group, overtime work and the extension of the working day in the summer are widely used, which makes it possible to exclude additional hiring and dismissal of workers. These measures are usually in the interests of the workers themselves: the maximum earnings in the minimum period. Employers are being allowed to make better use of summer daylight hours. It should be noted that both central and regional authorities and even trade unions in these cases meet the interests of the contracting parties. For example, the length of the working day is exempted from restrictions, but it is required that work over 40 hours a week be paid in one and a half amount.

For Russia, the innovative development of the oil and gas complex can and should become the locomotive that can pull out and promote the innovative development of the entire country. At the same time, the economic effect of the development of the oil and gas complex in modern conditions is determined not only and not so much by the quantitative growth of the complex as a whole and its constituent industries, but by the development of the management system for remuneration of labor resources and, accordingly, the growth of social labor productivity and the quality of human life.

The modern oil and gas complex in Russia is shown mainly by vertically integrated companies, whose salaries connect different markets. One of the main problems of organizing wages is to find a mechanism that can ensure the closest possible relationship between wages and the actual labor contribution of workers.

Control wages- the most complex and responsible type of management in the general system of labor management. It reflects the conflict between labor and capital.

The relationship between labor and capital largely shapes the modern worker. Wages are central to the terms of exchange. The labor market as a system of social relations harmonizes the interests of employers and employees. The dynamics of the labor market requires taking into account because for different categories of workers changes in the general level of wages occur unevenly, and this can lead to a discrepancy between the size of wages within the enterprise and in the labor market.

Of course, at domestic enterprises there is a gradual transition from the organization of wages to its management. OJSC Rosneft (4th place in the rating of the 250 most efficient energy companies in the world, 2012) is strengthening monitoring of the regional labor market to ensure competitive conditions for stimulating employees, introducing new systems of remuneration based on job grades. 80% of oil and gas companies revise their salaries annually. In 2011, 60% of oil and gas companies used data on the market level of wages to revise the remuneration of employees, in 2012 - 66%, in 2013 - 68%.

In the Russian economy, the oil and gas complex is a leader in ensuring the attractiveness of in-house labor markets through the introduction of advanced methods of working with personnel.

An economic enterprise is interested in a worker as long as the marginal productivity of his labor exceeds the costs of the enterprise for this worker. Otherwise, the company will start subsidizing the employee, which is contrary to the goal commercial enterprise... How much income each employee brings to the enterprise depends on three factors: individual productivity, labor prices, and the level of market prices for products. Thus, labor determines the profitability of an enterprise, its success in the market.

Many large enterprises they are investing more and more in personnel training, since the external labor market and the education system are less and less satisfying their needs. The development of labor potential turns from a cost item into an investment object. The theory of effective wages has shown that enterprises receive some benefit from the payment of wages above equilibrium and thereby reduce the risks associated with hiring and firing.

Investing in education that requires lengthy preparation increases the cost of labor, and therefore the price of labor. The bulk of wages becomes income from human capital. The share of experience in the formation of wages in the Russian labor market is low - 1–3%. At the same time, the rate of return on investment in education increased to 6–8% of wage growth for each additional year education. The determinants include regional differences and the history of the enterprise's development. In recent studies, such factors as the professional affiliation of the employee and his professional mobility are distinguished. Investments in human capital are encouraged by: low individual costs of education, high expected additional income from the received education, long working life.

A significant increase in production efficiency is provided by innovations. Workers who innovate should be rewarded for the effect they get. Most of the wage systems have a significant drawback: the wages are set for the employee before completing the production task, obtaining specific labor results. Without taking into account the efficiency of the employee's work, an assessment of his work is given, focusing on the average results. This approach does not suit either the employer or the employee. The employer, paying wages, expects the full return on the investment. He expects eventually to increase profits. Business thrives when there is creative work staff. The only measure of the quantity and quality of the labor invested by the employee is the profit of the enterprise. The main principle of the implementation of the incentive function of remuneration is the differentiation of its level according to the criteria of productivity and labor efficiency.

Payroll management should be focused on the growth of aggregate productivity and meeting the needs of staff. Wage-earners are interested in receiving funds for their labor, sufficient for the livelihood of both themselves and their families.

In the oil and gas complex, natural factors have a significant impact on the level of labor productivity. The level of remuneration at the enterprises of the oil and gas complex allows the employee to provide for himself and his family at the expense of earnings from his own labor, meets the requirements of market relations. It should be emphasized, firstly, that oil and gas are produced in the harsh natural and climatic conditions of the North, where regional coefficients and percentage wage increases are in effect. These payments account for up to 25% of the average wage in the oil sector and over 30% in the gas sector. Secondly, in oil and gas companies there is a great differentiation in the levels of wages between ordinary workers and top management.

At the same time, the problem remains: the range of used by the enterprise tariff rates is determined from below - by the legally established minimum, and from above - by the actually formed wage fund. Depending on the terms of the sectoral tariff agreement and the specific social policy of the enterprise, the range may vary.

For example, in order to improve the living conditions of low-paid categories of personnel, the minimum wage guaranteed by the enterprise funds can be increased. When implementing policies to stimulate growth professional excellence the difference in pay between lower and higher grades is increasing. When choosing the range of the tariff scale, it is necessary to take into account the differences in the complexity of the work, the economic situation of the enterprise, as well as socio-psychological factors, both at the enterprise and outside it. The lower the standard of living in the country and the worse the economic situation of the enterprise, the smaller the range of differences in wages should be. Real differences in earnings can exceed the range of the wage scale due to individual allowances and bonuses that reflect the employee's contribution to the increase in the profit of the enterprise.

If we focus on the world experience, then the greatest difference in the incomes of employees of enterprises is typical for the United States, where the income of the president of the company can exceed the earnings of a worker by more than 100 times. In Germany, the average income range is 20–25 times, in Japan 15–20 times. These data refer to total income, which includes not only the tariff part, but also other items of earnings. In Sweden, a policy of a single solidary (egalitarian) wage is being successfully pursued, the essence of which is that, in accordance with sectoral and inter-sectoral agreements, all enterprises pay equal wages for equal work despite the level of profits. Thus, the ground for unjustified staff turnover due to differences in salary levels disappears. Most foreign experts consider the practice of income differentiation in Germany and Japan to be more effective than in the United States.

The oil and gas complex is constantly improving the tariff system. To increase the incentive function of remuneration, enterprises develop range-based tariff rates using a spread. Most often spread leadership positions more than specialists, and they, in turn, have a larger spread than junior staff and workers.

A sequential increase in tariff rates (and salaries) implies the minimum value of each subsequent category at the level of the maximum previous one. An overlapping build-up is considered more appropriate when the lower boundary of the fork of each subsequent discharge is in the range of the previous one. For the best option, an overlap is taken, in which a maximum of one fork is at the midpoint of the fork, one step higher. With such a transformation, it becomes possible to motivate the employee to use his capabilities more closely in the workplace and, at the same time, to guarantee the prevention of the blurring of the discharge boundaries.

With the development of automation and modern technologies, the sphere of differentiation of wages in the part that depends on labor productivity decreases, at the same time it increases in relation to wages according to the criterion of labor efficiency. Currently, flexible payment systems are being developed that can quickly and objectively respond to changes in the efficiency and quality of workers' work. At the same time, the individualization of wages is determined not only by traditional indicators (length of service, qualifications and experience, but also by the individual qualities of an employee based on an assessment of his abilities and the possibility of their implementation). This approach presupposes regular and detailed accounting of labor merit, carrying out a systematic assessment of personnel, which increases the labor intensity of payroll calculations. The main factor in increasing earnings in this model is the increase in the individual performance result. In all cases, it is necessary that each employee has maximum information about the possibilities of increasing his earnings in accordance with the goals of the company.

Thus, flexible tariff systems differ from conventional tariff systems in that they are developed for a specific enterprise on the basis of works existing at this enterprise with different levels of complexity and the qualifications required for their implementation. Simultaneously with the tariff system for selected categories employees of enterprises use an individual (personal) system of remuneration.

In general, wages at oil and gas enterprises perform the main functions: reproduction, regulating and stimulating. The reproduction function of remuneration is realized through the assessment of the cost of labor, which stimulates through the optimization of forms and systems of remuneration (differentiation of the level), and regulates through pricing in the labor market (segmentation of the level of remuneration).

The fulfillment by wages of its stimulating function is largely related to the observance of the principles of simplicity, consistency and accessibility to the understanding of employees of the existing forms and systems of remuneration. Performers must clearly understand what is the dependence of the level of payment on the quantitative and qualitative results of their activities, labor and innovation activity, expansion of professional knowledge and experience.

In our opinion, to increase productivity and motivational potential, wages should consist of three components:

- basic salary according to the tariff;

- individual Additional income;

- the award for the collective result (productivity and quality).

In this case, the remuneration of unmotivated workers should be carried out within the limits of the tariff part of earnings. More productive workers will increase their remuneration at the expense of a variable portion of earnings.

Individual allowance as a tariff-independent element focused on performance is determined on the basis of an assessment. Evaluation of the work performed should be carried out according to a single methodology for all employees by their managers. Strengthening the role of managers in remuneration while shifting responsibility for the decentralized use of the remuneration system is of particular importance. Consequently, such a remuneration system is flexible and adaptable to different organizational structures and production functions.

As a variant of the distribution of the incentive fund among the departments, it is proposed to use the method of analysis of hierarchies. To assess the contributions of departments to the overall result of the enterprise, a hierarchy is built, which includes general and private goals, factors of external and internal environment... Each level of the hierarchy can be viewed as a kind of set of alternatives evaluated in terms of criteria. The assessment procedure begins with the construction of a matrix of criteria, the main elements of which will be the assessments of pairwise comparisons, which are formed using a special scale of the relative importance of the criteria in relation to the overall goal. Priority vectors determine the relative importance of each criterion in achieving the global goal. Items with less than 10% significance should be excluded from the hierarchy.

The proposals put forward harmonize the interests of employers and employees, as they ensure an increase in wages while reducing its costs per unit of production. At the same time, production efficiency and job satisfaction are increased through increased personal responsibility. Thus, in modern conditions at the enterprises of the oil and gas complex, labor productivity can be increased.

Chapter 2. Characteristics of the company OJSC Gazprom

By the Decree of the Council of Ministers - the Government of the Russian Federation of February 17, 1993, No. 138, pursuant to the Decree of the President of the Russian Federation, the State Gas Concern Gazprom was reorganized into a Russian Joint Stock Company.

OJSC Gazprom is a global energy company. The main areas of activity are geological exploration, production, transportation, storage, processing and sale of gas, gas condensate and oil, sale of gas as a motor fuel, as well as the production and sale of heat and electricity.

Location: Russia, Moscow, st. Nametkina, 16.

Gazprom sees its mission in reliable, efficient and balanced supply of consumers natural gas, other types of energy resources and products of their processing.

Gazprom has the world's richest natural gas reserves. Its share in world gas reserves is 17%, in Russian - 72%. Gazprom accounts for 13% of world and 73% of Russian gas production. Currently, the company is actively implementing large-scale projects to develop gas resources of the Yamal Peninsula, the Arctic shelf, Eastern Siberia and the Far East, as well as a number of projects for the exploration and production of hydrocarbons abroad.

Gazprom is a reliable supplier of gas to Russian and foreign consumers. The company owns the world's largest gas transmission network, the Unified Gas Supply System of Russia, which is over 168,000 km in length. On the domestic market, Gazprom sells over half of the gas it sells. In addition, the company supplies gas to more than 30 countries of the near and far abroad.

Gazprom is the only Russian producer and exporter of burnt natural gas.

Material facts, information on transportation services and list of inside information

The company is in the top five largest manufacturers oil in the Russian Federation, and is also the largest owner of generating assets in its territory. Their total installed capacity is 17% of the total installed capacity of the Russian energy system.

The strategic goal is to establish OAO Gazprom as a leader among global energy companies by diversifying sales markets, ensuring reliability of supplies, increasing operational efficiency, and using scientific and technical potential.

The peculiarity of Gazprom and one of its advantages lies in the fact that it is both a producer and a supplier of energy resources, having a powerful resource base and an extensive gas transportation infrastructure. Due to the geographical location of Russia, the company has the opportunity to become a kind of energy "bridge" between the markets of Europe and Asia, supplying its own gas and providing gas transit services to other producers. This predetermines the content of the company's strategies in its key areas of activity.

Gazprom sees its mission in a reliable, efficient and balanced supply of natural gas, other types of energy resources and their processing products to consumers.

The main objective of Gazprom's marketing strategy in the domestic market is to ensure uninterrupted gas supply to the country while increasing the profitability of sales.

The supreme governing body of the Open joint stock company Gazprom is the General Meeting of Shareholders, which is held annually. The General Meetings of Shareholders held in addition to the annual General Meeting are extraordinary.

The shareholders who own ordinary shares have the right to vote at the General Meeting of Shareholders. Any shareholder, personally or through his representative, has the right to participate in the General Meeting of Shareholders. A meeting is valid if it was attended by shareholders holding in aggregate more than half of the votes.

The competence of the General Meeting of Shareholders, in particular, includes amending the Charter of the Company, approval of annual reports and the auditor of the Company, distribution of profits, election of members of the Board of Directors and the Audit Commission, making decisions on reorganization or liquidation of the Company, as well as on increasing or decreasing its authorized capital. ...

The Board of Directors carries out general management of the Company's activities, with the exception of resolving issues referred to the competence of the General Meeting of Shareholders. Members of the Board of the Company are elected by the General Meeting of Shareholders for a period until the next annual General Meeting of Shareholders.

The Board of Directors, in particular, determines the priority areas of the Company's activities, approves the annual budget and investment programs, makes decisions on convening General Meetings of Shareholders, on the formation of executive bodies of the Company, and makes recommendations on the amount of dividends on shares.

The Chairman of the Management Board (sole executive body) and the Management Board (collegial executive body) manage the current activities of the Company. They organize the implementation of decisions of the General Meeting of Shareholders and the Board of Directors and are accountable to them.

The Chairman of the Management Board and members of the Management Board are elected by the Board of Directors for a term of 5 years. The Management Board, in particular, develops the annual budget, investment programs, long-term and current plans for the Company's activities, prepares reports, organizes gas flow management, and monitors the functioning of the Unified Gas Supply System of Russia.

In most cases, for oil and gas companies there is such a chain: product extraction, processing, storage, transportation and, finally, sale of the product to the final consumer. A firm that controls all or some of the links in such a chain will be vertically integrated.

The formation of such multi-level systems in the Russian oil and gas sector was caused by the need to ensure control over the possibility of effective development of the most profitable enterprises in the relevant industries and to ensure that the entire technological process is provided within one production complex, which makes it possible to organize effective supply of structural units with raw materials and sales end products... (Annex 1)

In general, the indicated tendency towards vertical integration is typical for the whole world. Currently, almost all the largest oil and gas companies in the world include links in the technological chain - from a well to a gas station. As a rule, they include subsidiaries with national status if they are located in other countries. The oil and gas company itself acts in relation to them as a parent company and has joint ventures with other companies.

The legal framework governing the Russian gas market consists of:

 Federal Law of the Russian Federation “On Gas Supply in the Russian Federation” of March 31, 1999 No. 69-FZ;

 Resolution of the Government of the Russian Federation (with amendments and additions) "On measures to streamline state regulation of prices (tariffs)" dated March 7, 1995 No. 239;

 Decree of the Government of the Russian Federation "On state regulation of prices for gas and tariffs for services for its transportation on the territory of the Russian Federation" dated December 29, 2000 No. 1021;

 Decree of the Government of the Russian Federation "On the procedure for establishing special surcharges to tariffs for gas transportation by gas distribution organizations to finance gasification programs" dated May 3, 2001 No. 335;

 Resolution of the Government of the Russian Federation “On conducting an experiment to sell gas on an electronic trading platform” dated September 2, 2006 No. 534;

 Decree of the Government of the Russian Federation "On improving state regulation of gas prices" dated May 28, 2007 No. 333;

 Resolution of the Government of the Russian Federation "On improving state regulation of gas prices" dated December 31, 2010 No. 1205.

2.1 Analysis of the qualitative composition of labor resources

Analysis of the state of labor resources for last years shows a change in its age characteristics and an increase in the share of young employees in the Company, which should ensure the replacement of highly qualified personnel in the future in connection with their reaching retirement age.

The qualitative composition of employees in 2014 remained practically unchanged and is due to the specifics of the Company's activities. The main share of the personnel is made up of specialists (67.3%) and managers (18.7%). The total share of workers and employees, mainly employed in service divisions, is 14%.

Table 1

Qualitative staff

Executives 318 18.7%

Specialists 1143 67.3

Other employees 64 3.8%

Workers 174 10.2%

Total 1699 100%

The average age of employees is 41. Of the payroll number of employees in the Company (1,699 people) higher education have 1,418 people or 83.5%. At the same time, work is constantly underway to improve the qualifications of personnel, including in 2014 in various educational institutions 610 employees of the Company completed mandatory training, 230 employees completed targeted training, 301 employees underwent periodic training. (see Table 2)

table 2

Number of personnel

Under 30 351 20.7%

30-40 years 633 37.3%

40-50 years 242 14.2%

50 and over 473 27.8%

Total 1699 100%

Along with quantitative support, the qualitative composition of employees is studied, which is characterized by qualification, educational, gender and age structure, and the structure of work experience.

At the outset, it is important to examine the gender distribution of workers. Dynamics of the proportion of men and women at the enterprise for 2013-2014. illustrated in Table 3.

Table 3

Distribution of OAO Gazprom employees by gender in 2013-2014

Gender Baseline

period Reporting period Changes

people % people % people %

Total number of employees 1699 100 1684 100 -15 -0.5

Including women 680 40 707 42 27 3.9%

Of these, those engaged in heavy and harmful work 170 10 135 8 -35 20.5%

Share of work with harmful and difficult working conditions 1019 60 1010 60 -9 0.9% 0

Based on the study of this information, the following conclusions can be drawn:

- the enterprise widely uses female labor, about 40% of the total number of employees;

- the share of work with harmful and difficult working conditions fluctuates within 0.9%, therefore, decreases in the reporting period.

The final results of an enterprise's activity largely depend on labor productivity, which, in turn, is influenced by the constancy of the composition of workers. The constancy of the composition can be characterized by a change in the length of service of employees (table 4).

From table 4 it can be seen that the composition of employees of OJSC "Gazprom" by length of service for 2013-2014. changes slightly. In general, during the period under review, there was a decrease in the share of employees with a work experience of up to 3 years and an increase in the share of employees with a long work experience. This indicates that the organization seeks to retain employees with a long record of work and extensive experience.

Table 4

Dynamics of distribution of employees of OAO Gazprom by seniority

for 2013-2014

Work experience, years 2013 2014

People % People %

Up to 3 620 36.8 616 36.2

3-5 490 29,1 485 28,5

6-10 280 16,6 272 16

11-20 185 11 193 11,3

20-30 92 5,4 85 5

Over 30 17 1 18 1.1

Total 1684 1699

Data for analyzing the compliance of workers' qualifications with the complexity of the work they perform are given in Table 5.

Table 5

Analysis of the qualification level of workers of the enterprise

Rank Base period Reporting period

People% people x rank Persons% Persons x rank

I 358 21.2 358 298 17.6 298

II 220 13.1 440 191 11.2 382

III 316 18.8 948 593 34.9 1779

VI 502 29.8 2008 411 24.2 1644

V 120 7.1 600 102 6 510

VI 168 10 1008 104 6.1 624

Total 1684 100 5362 1699 100 5237

Average rank

Table 5 shows that the structure of workers in the reporting year 2014 differs from the structure of workers in 2013. The number of working grades (II, IV, V, VI) in the reporting year was lower than in the previous year, and the highest (VI) grades were higher. The change in the structure of workers makes it necessary to study their qualifications.

2.2. Labor rationing at OAO Gazprom

In modern conditions, the purpose of standardized labor is to actively influence the potential and results of the activities of construction organizations to achieve two interrelated economic and social goals: ensuring the construction process of erecting modern buildings and structures for optimal cost, established at construction tenders and auctions, and the rational use of human resources.

In accordance with this, the requirements for labor rationing are also increasing, which can be formulated as follows:

- the largest possible coverage of labor rationing for all categories of workers, providing an objective measurement and assessment of their labor costs;

- high quality of the norms established by the analytical method of regulation with the use of progressive normative materials;

- an integrated approach to the calculation and establishment of labor costs by taking into account the organizational, technical, economic, psychophysiological and social indicators;

- the required qualification level of training of employees who have completed vocational training.

The standard setting process includes:

- design of the composition, regulations and sequence of the implementation of labor processes;

- technical, economic, psychological and social justification for the performance of standardized work;

- determination of the size of the labor standard.

In the context of the transition to market relations, the methodological foundations of rationing, organization of remuneration and improvement of management have practically not changed. At the same time, the new forms of ownership modified the organization of this work as at the level of OAO Gazprom enterprises.

Currently, the requirements for conducting permanent work to ensure economic stability, reduce the costs of manufactured products and, first of all, reduce the costs of living and materialized labor. In solving these problems, along with the improvement of management structures at all levels, effective wages and the creation of favorable working conditions, labor rationing is of paramount importance.

Within the structure of the administration of the Company, as part of the Department for Personnel Management, the Department of Rationing and Remuneration was created, which includes the Department of Rationing of Labor, the Department for Improving Management and organizational structures and a payroll department. In addition, a regulatory research station has been established, as well as regulatory research stations and laboratories in various regions.

NIS activities:

 Development and revision of time norms, standards for all types of work based on technical data on equipment productivity, results of photo-timing observations (FHN), taking into account advanced techniques and methods of labor.

 Taking photographs of the working day in order to identify losses of working time, waste of working time, equipment downtime and development of recommendations for improving the organization of work.

 Analysis of the state of the organization and labor rationing.

 Checking the validity of calculations of labor costs for the performance of works, services, production of products by structural divisions, subsidiaries of OAO Gazprom and third-party organizations.

Areas of activity of the department of rationing of material resources:

 Development and revision of standards for the consumption of materials for repairs, maintenance, as well as for the manufacture of parts and assemblies of various equipment.

 Development of fuel and lubricant consumption rates for the operation of automotive, automotive and other equipment.

 Participation in surveys and expert appraisal of the activities of enterprises in the oil complex.

 Development and revision of consumption rates for auxiliary materials in all areas of activity of OAO Gazprom, oil service enterprises, third-party enterprises.

 Expertise of consumption rates of materials used in structural divisions, at oil service enterprises.

The creation of these structural divisions makes it possible at the Gazprom level to implement a unified policy in the field of organizing labor rationing, improving the organizational structures of production management, forms and systems of wages, material incentives, social security in the main areas of the Company's activities.

The Department began its work in the field of labor rationing with the staffing of normative stations and laboratories, since these divisions are small in number, and it was not easy to find qualified specialists in the field of labor rationing.

The stake was placed on young workers, and to deepen their knowledge in this area, training was organized in the city of Kaliningrad in the Industry research training and training center, as well as in Training center Gazprom".

In parallel with this work, the following documents were prepared and approved, regulating the interaction of structural divisions and their main functions for managing labor rationing in the Company at the level of the administration of OAO Gazprom, enterprises and organizations:

 Regulations on the organization and planning of normative research work on the work of OAO Gazprom;

 standard regulations on the regulatory research station (laboratory) of the organization of OAO Gazprom.

In addition, a form of internal statistical reporting on labor rationing was prepared, an analysis of the state of labor rationing was carried out, etc.

At the same time, work has begun on the development of collections (the first edition has been prepared) of standards for the number of workers employed in gas production and maintenance of communication facilities. A package of documents has been prepared for organizing and conducting work on certification of workplaces at enterprises and organizations of the Company. Work continued to improve the management structure of OAO Gazprom. As a result of the restructuring, 135 different organizations were removed from the subsidiaries, including 67 subsidiary farms, 34 construction organizations, construction industry enterprises. A part of the housing and communal services organizations of the company was transferred to municipal ownership.

These transformations required changes to the structure of the Society's administration. At present, OAO Gazprom has four main blocks: production, marketing, financial and social.

Responsibility for the operation of each unit is assigned to the respective Deputy Chairmen of the Management Board of the Company. Departments and departments have been created that are responsible for solving key issues in the field of finance, economics, accounting, etc.

Considerable work has been done in the area of wages, material incentives and the provision of social benefits. The first thing that was done in this direction was to streamline the wages of workers employed in the main areas of Gazprom's activities. For this purpose, the regulations.

In the future, on the basis of this document, the conditions for remuneration of workers employed in road transport, communications, construction, mechanical engineering and other activities of the Company.

The issues of social payments have been streamlined. For this purpose, “Recommendations on the social security of employees and non-working pensioners of enterprises and organizations of OAO Gazprom” were developed and approved.

A number of other documents related to issues in this area have been prepared and implemented.

At the same time, a number of unresolved problems remain, on which it is necessary to continue to work for the specialists of OAO Gazprom, engaged in this area. First, it is necessary to determine the socially acceptable labor costs in each type of activity and, most importantly, the cost of a unit of labor. which would meet three criteria - high economic, labor and production efficiency. Secondly, a systematic approach to research, design and analysis of the impact of norms on reducing labor intensity and production costs is required. Thirdly, it is necessary to study and master new approaches to labor rationing.

Work should continue on restructuring governance economic activities Society. New approaches are also needed to improve the remuneration system, since the applied Unified Wage Scale has one drawback - it requires the adoption of additional centralized management decisions, depending on the changing economic situation in the country.

The labor incentive system should be flexible, give an immediate effect and the ability to immediately reward every positive result of a specialist's work.

Implementation of these and other measures will be an important area of increasing the efficiency of the enterprises and organizations of OAO Gazprom.

Labor rationing is an integral part and basis of the scientific organization of labor. With the help of labor standards at each enterprise, the labor intensity of products is determined for various types of work, on the basis of which the need for labor by profession and qualifications is established. Similar calculations are performed on the scale of industries and the national economy as a whole. For this, different norms are used - time, output, service and number of employees. Labor rationing is the basis for the organization of labor and production, the division and cooperation of labor, the organization and maintenance of workplaces, the study of labor processes.

Such a varied application of labor rationing requires constant improvement, which is carried out in two directions: the extension of labor rationing to all workers, both material and non-material production; continuous improvement of the quality of the applied norms. To this end, enterprises must constantly study and analyze the level of implementation of the norms, their timely revision, thereby ensuring their progressive nature. Employees of the departments of labor organization and wages need to systematically study the costs of working time (timing, photograph of the working day) and develop organizational and technical measures to eliminate the loss of working time.

The main issues and tasks that labor rationing deals with are discussed in more detail in Ch. 4, 5 and 6.

Cost-effectiveness of note activities

The scientific organization of labor has an economic, psychophysiological and social orientation, and, accordingly, gives an economic, psychophysiological and social effect. Economic effect is achieved in a direct way by improving the organization of work processes, leading to saving working time, better use of equipment, saving raw materials, materials, energy and other sources. Psychophysiological effect manifests itself in improving the performance of people, maintaining their health. Social impact manifests itself in an increase in job satisfaction. But both psychophysiological and social effects are manifested in an increase in labor productivity and, consequently, in a decrease in production costs and, ultimately, are reflected in an economic effect.

The calculation of economic efficiency is carried out by comparing the ratios of the overall results of production to labor, material and financial costs before and after the implementation of measures for IT. The assessment of these indicators is carried out in accordance with the methodology of the Research Institute of Labor. The most direct indicators of the economic effect of measures to improve the scientific organization of labor can be the following indicators:

- reducing the labor intensity of products;

- relative savings (release) in the number of personnel;

- saving of working time;

- an increase in the volume of production;

- increase in labor productivity;

- an increase in income (profit) per ruble of costs;

- savings on individual cost items in production costs;

- general (annual) economic effect;

- the payback period of investments (one-time costs for the implementation of NOT activities).

1. Reducing the labor intensity of products from the implementation of the activities of the NOT, the result of which may be a reduction in the cost of living labor (reduction of time norms),

where and is the time standard for the manufacture of a unit of production (work) before and after the implementation of the NOT event, respectively, man-h / unit; Q 2 - the annual production volume after the implementation of the NOT event, units.

2. Relative savings (release) in the number of personnel

– by reducing the labor intensity of productsTr

where ΔTr is a decrease in the labor intensity of products, man-h; - coefficient of fulfillment of production standards in the base year; - calendar fund of working hours of one worker, man-hours.

Calculations for all indicators are usually carried out on an annualized basis, so the fund of working time can be determined as follows:

F r.vr1 = = 52 weeks. ∙ 40 work hours per week = 2080 h / g ∙ ( TO nv = 0.6) = 1248 h / g, where TO nv is a coefficient that takes into account absenteeism due to weekends and holidays... For example, according to the 2013 calendar, there are 118 such days. plus 28 calendar days. vacation, total -146 days; 365 - 146 = 219 days, then TO HB = 219/365 = 0.6. This coefficient can be taken in the calculations as a constant value of the adjustment of the useful fund of working time from the calendar;

– due to the reduction of losses of working time and an increase due to this useful fund of working time

where H 1 - the number of workers before the implementation of the activities of the NOT, people; F r.vr.1 and F r.vr2 - the fund of working time on average per one worker before and after the implementation of the NOT event, h.

If, as the initial data, the loss of working time is presented as a percentage, then

where t n1 and t n2 - loss of working time before and after the implementation of the NOT event,%;

– due to an increase in the volume of production

people,

where H 1 is the number of workers in a given structural unit (before the implementation of the NOT event), people;  Q- an increase in the volume of production as a result of the implementation of the NOT event,%;

– by improving the qualifications of workers, which will lead to an increase in output per worker(all other things being equal, i.e., H exp = const)

where CH n.v - the number of workers who increased the level of compliance with production standards as a result of advanced training, people;  q n.v - increase in the percentage of fulfillment of production standards,%,

where q n.v1 and q n.q2 - the percentage of fulfillment of production standards before and after advanced training.

3. Saving working time is determined on a case-by-case basis, depending on the nature of the NOT event. The simplest and most common way to determine the savings in working time is to take a photo of the working day before and after the implementation of the NOT event.

4. Increase in production volume is also determined on a case-by-case basis, depending on the nature of the NOT event.

5. Increase in labor productivity(R) as a percentage as a result of the implementation of the NOT measures is determined by the following indicators:

- from an increase in production output per worker -  R Q ;

- from the relative savings (release) of the number of employees -  R h;

- from reducing the labor intensity of products -  R T. ;

- from improving working conditions -  R NS.

The calculation of these indicators is made according to the following formulas.

Increase in labor productivity -R Q from increased productionproducts per worker - Q equated to the percentage of increase in output, i.e.%  R Q = %Q(since production per worker is the concept of labor productivity).

Increase in labor productivity as a result of savings in the number of employees

where Ч i - the relative savings (release) in the number of employees after the implementation of certain measures of the i-th structural unit (workshop, site, district, etc.), people; - the average number of employees i-th division, calculated by the volume of production of the planned period for the development of the base period, people.

Increase in labor productivity as a result of a decrease in labor intensity products

where Tr i- reducing the labor intensity of products i-th subdivision as a result of the implementation of the activities on the NOT, man-hours; Tr i- total labor intensity of products i-th subdivision, man-h.

If the initial data is a decrease in labor intensity as a percentage, then

where Tr i- the percentage of reduction in the labor intensity of products by i-th division.

Increase in labor productivity as a result of improved conditionslabor... Labor efficiency largely depends on human performance, which is the physiological basis of labor productivity. Human performance is constantly changing, in its dynamics there are two levels: a) high performance and the corresponding high output and b) reduced performance and the corresponding reduced output. With the improvement of working conditions, the phase of stable performance increases due to a corresponding decrease in the duration of the phase of reduced performance. The increase in labor productivity as a result of an increase in the prolonged phase of sustainable performance due to improved working conditions is defined as

where at 1 - the specific weight (share) of the duration of the phase of stable performance in the general fund of working time before the implementation of measures that improve working conditions; at 2 - the same after the implementation of the measure; TO n is a correction factor reflecting the share of an increase in labor productivity due to the functional state of the human body in various working conditions, taken equal to 0.20.

This formula is applicable for calculating both the actual and the planned effect. Its disadvantages:

- it does not take into account the actual production by phases of working capacity;

- in this formula, the indicator of an increase in the specific gravity of the duration of the phase of increased efficiency ( at) is equal to the exponent R- an increase in labor productivity, which in practice often does not correspond to reality.

These shortcomings made it necessary to introduce a correction factor TO n, which was obtained as a result of statistical processing of the actual data.

6. Increase in income (profit) per ruble of costs is determined by those activities of the NOT, for which the amount of increase in income or profit can be directly calculated.

7. Savings on individual cost items in production costs... Among such items, they usually determine the savings in wages, fuel consumption, electricity, etc.

8. Total (annual) economic effect... A generalizing indicator of the economic effect is a decrease in production costs and an increase in profits. The economic effect is expressed in value terms and is calculated in general view as the difference between the obtained (or expected) savings in operating costs (E p) and the costs (C) for the implementation of ITT activities

To assess the results of the enterprise, another indicator can be used - economic efficiency, which is determined by the ratio of the result obtained - Q(production volume, expressed in value form - rubles) to costs - З (rubles):

Index efficiency the implementation of the NOT measure is determined by the ratio of the obtained annual economic effect from the implementation to the cost of implementation, i.e. E / Z.

In general terms, the annual economic effect can be determined by the formula

where C 1 and C 2 - the cost of production before and after the implementation of measures for the NOT, rubles / unit; Q 2 - the expected volume of products after the implementation of the measures for the NOT, units; E n - the standard coefficient of efficiency of one-time (capital) costs, taken at the discretion of the investor (to assess the effectiveness of the implementation of measures NOT E n = 0.15); it characterizes the share of one-time costs that should be recouped in a year; З units - one-time costs for the implementation of the activities of the NOT, rubles.

The payback period of the one-time costs will be

t ok =, g.

The one-off costs for the implementation of NOT activities are usually small. With significant capital costs and the current influence on them of various factors (inflation, etc.), the assessment of the efficiency of capital investments is made by bringing cash flows to a certain point in time, i.e., discounting. Technically, bringing the results and costs to the base point is carried out by multiplying them by discount coefficient(TO e), calculated by the formula

where E is the discount rate, expressed in unit fractions; t- period (end moment i th step, i.e., the calculation period).

When evaluating investment projects, the discount rate is a predetermined basic economic standard. In this case, the assessment of the efficiency of capital investments is made according to the indicator of net present value.

Net present value(NPV) is the difference between the discounted at the point in time (usually the year of the start of the project) indicators of income and capital investments. Income is determined in each time interval. This is the income received from production activities minus all current costs associated with its receipt (costs of raw materials, materials, energy, wages, deductions to extra-budgetary funds), without depreciation. Depreciation does not apply to operating costs, since it is a source of financing for capital investments. Net present value is the accumulated discounted effect over the estimated period of time. It is usually calculated using the formula

where DP ti- cash flow (investment) for the estimated period of time.

If during the calculation period there is no inflationary change in prices or the calculation is made in basic prices, then the value of the net discounted income for a constant discount rate is calculated by the formula

where R t- the results achieved at t-th step of calculation, rubles; Z t- costs incurred for t-th step, rub .; ( R t - Z t) is the effect achieved on t-th step, rub.

In practice, another formula is used to calculate net present value

where K is the sum of discounted capital investments, i.e.

where K t - investment in t-th step, rub.

This formula expresses the difference between the sum of the above effects and the amount of capital investments reduced to the same point in time. If the NPV of the investment project is positive, then the project is effective at a given discount rate and the issue of its adoption can be considered. The higher the NPV value, the more efficient the project. If an investment project is carried out with a negative NPV, then the investor incurs losses, that is, the project is ineffective.

9. Payback period of investment(one-time costs for the implementation of NOT activities) - the period of time during which the investment will be returned from the income received from the implementation of the investment project. Without taking into account the time factor, that is, when equal amounts of income received at different times are considered equal, the payback period is calculated using the formula

where K is the amount of capital investments (investments) in the project, rubles.

In this case, the payback period is proposed to be used not as a criterion for choosing an investment project, but only as a limitation when making a decision. If the payback period is longer than some accepted boundary value, then the investment project is considered unacceptable.

Self-test questions

1. What are the main directions of improving the scientific organization of labor.

2. What are the main forms of division and cooperation of labor.

3. What are the main elements of the content of the labor process.

4. Give a description of the basic conditions for the organization of labor and their impact on human performance.

5. What is the impact of the organization and maintenance of workplaces on labor productivity?

6. How is the rationalization of work and rest regimes at different levels of production ensured?

7. What are the main types of labor discipline. What is their impact on labor efficiency?

8. What indicators are used to assess the economic efficiency of NOT activities?

Literature

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