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«ІЛИЯС МҰРАСЫ ЖӘНЕ АЛАШТАНУ МӘСЕЛЕЛЕРІ»
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2-2018
| «ІЛИЯС МҰРАСЫ ЖӘНЕ АЛАШТАНУ МӘСЕЛЕЛЕРІ»
атты республикалық ғылыми-тәжірибелік студент жастар конференциясының материалдары 7 Thus, competitiveness in the civil service is tightly linked: • with the labor force and largely reduces to its qualitative characteristics; • with the participation of a person as its multifaceted subject and largely reduces to the characteristics of the functional quality of labor; • with economic opportunities and limitations of the state body [3, p. 49]. Based on the second conceptual scheme, the competitiveness in the civil service is determined by the organizational and economic form of the labor. It makes the competitiveness obtain its specific name: “labor competitiveness”, “competitiveness of personnel”, “competitiveness of a civil servant”. In our point of view, it is perfectly legitimate to single out these three concepts: the competitiveness of labor resources, the competitiveness of civil servants, the competitiveness of the head of a state body, since competitiveness is formed at different levels: • the ego level (individual, at the level of an individual civil servant); • the micro level (corporate, at the level of the public sector organization); • the macro level (state, regional). Competitiveness of the head of the public sector organization is the ability to individual achievements in labor, representing the contribution to the achievement of organizational goals. The competitiveness of the head of the public sector organization is determined by the quality of the labor force, corresponding to the needs of the public sector organization in the functional quality of labor. The competitiveness of the head of the public sector organization is determined by the competitiveness of individual civil servants and their groups, and depends largely on the mechanism of the functioning of the human resource in the work process. In the process of formation and development of competitiveness of civil servants, the unity of economic and social processes manifests itself: the head of the state body is guided by the achievement of the goals, by increasing the competitiveness and efficiency of the state body, using the competitive advantages of civil servants. In response, civil servants are interested in increasing organizational competitiveness to the extent that they find it an opportunity to increase their individual competitiveness. The consumer choice of civil servants is influenced by the wishes and preferences of state bodies, which are determined by the peculiarities of the personnel strategy, the objectives of the personnel policy. Their change entails a change or adjustment of individual criteria for assessing the satisfaction of the state body of their labor needs and requires timely changes in the structure and number of personnel, its skills and qualifications, style and management methods. Depending on the nature of the personnel strategy and the objectives of personnel policy, the following types of competitiveness can be distinguished: • competitiveness in hiring; • competitiveness in moving to a higher position; • competitiveness in the enrollment of personnel in the reserve; • competitiveness in stimulating labor; • competitiveness in training; • competitiveness on release. Striving for labor success, a civil servant in conditions of competition must know the interests and behavior (taking into account the requests) of concrete public sector organizations, the motivating factors that guide the conclusion of an employment contract. In addition, since every state body has its own individual criterion for assessing the satisfaction of its demand for labor, competitiveness also acquires a pronounced individual shade, depending on the time of hiring and employment. The central core of government’s challenge is a human resource issue. Civil servants must have strong substantive backgrounds, so they can understand the issues that bubble up from of the professional competence [4, p. 250], they must understand the direction that governmental policy requires. They must be adept negotiators. They must be good financial managers, for control of the money flow is typically the strongest control of programmatic result. They must be good auditors, to ensure that money ends up going where they intend. They must be able to evaluate the outcomes of these complex relationships among government. |