Strateginiai personalo veiksniai stiprinant kaimo bendruomenes ir gerinant infrastruktūrą Lietuvos kaimiškose savivaldybėse
Mykolo Romerio universitetas |
| Date |
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2011 |
Straipsnyje pateikta personalo strateginio valdymo samprata, išanalizuoti personalo strateginio valdymo modeliai. Atliktas Lietuvos savivaldos institucijų personalo atitikties strateginiams reikalavimams tyrimas. Tyrimas aprėpia dvi savivaldybių veiklos sritis: 1) kaimo bendruomenių stiprinimą ir infrastruktūros plėtrą, 2) žemės ūkio mokymo ir konsultavimo sistemų gerinimą. Pagal šias sritis straipsnyje yra identifikuoti pagrindiniai su personalu susiję svarbiausi strategijos įgyvendinimo veiksniai, kuriems vertinti pasirinkti keturi vertinimo kriterijai: užduočių suvokimas, jų įvykdymo greitis, įgūdžiai ir atsakomybė. Nustatyta, kad Lietuvos savivaldos institucijų personalas stokoja įgūdžių plėtojant ir modernizuojant kaimo elektros tiekimo ir informacinę infrastruktūras. Trūksta įgūdžių ir lėtai vykdomos užduotys plėtojant žemės ūkio subjektų ir kaimo bendruomenių mokymą ir konsultavimą.
When developing human resource policy, the paper recommends designing systems for evaluation of organisation internal factors and external environment future trends, which help to determine quantitative and qualitative personnel needs. It is suggested to establish organisational values, which will be given priority in the future, and the methods for setting value parameters. It is recommended to design the system of individual and organisational goal matching. It is determined that local government personnel have weak skills in development and modernisation of electricity and informational infrastructures. Personnel task understanding and implementation speed is acceptable in these areas. The responsibility is evaluated as good. In most cases local government personnel have average skills in establishing rural community organisations and supporting community projects and initiatives for improvement of road quality and building of new roads. Personnel responsibility is good in these areas, too. In most cases local government personnel understand the tasks of agricultural training and consulting. However, they lack skills; therefore, the implementation speed is only acceptable. In many cases, support for innovative business projects in rural areas is considered to be average according to all criteria. Local government personnel lack skills in facilitating the initiatives of rural community training and consulting; therefore, the training and consulting processes stall. However, the personnel do not evade responsibility in this activity area, which is rated as average. According to the responsibility criteria, personnel is rated the highest in design and development of the systems of information provision for rural community.