Open AccessStimulation and motivation of personnel in the project management system
Author(s) -
Victoria Stanislavovna Artemieva,
E. P. Ryabova,
T.V. Sabetova
Publication year - 2021
Publication title -
vestnik voronežskogo gosudarstvennogo universiteta inženernyh tehnologij
Language(s) - English
Resource type - Journals
eISSN - 2310-1202
pISSN - 2226-910X
DOI - 10.20914/2310-1202-2021-2-265-271
Subject(s) - staffing , human resources , work (physics) , process management , control (management) , business , human resource management , project management , knowledge management , project planning , computer science , risk analysis (engineering) , management science , operations management , engineering , management , systems engineering , economics , mechanical engineering , artificial intelligence
Project management requires attention to planning and providing operations with resources of all kinds, including intellectual and human resources. Human resources in many projects are responsible for most of their success or failure, as they are able to think, make independent, including creative decisions, and coordinate the involvement and use of all other types of resources. The authors introduce the concept of “human component of project resources”, which is understood more broadly than labor resources, and analyze the methods and stages of managing this element of project support. This provision is the greatest problem in organizations, the main activity of which is based on a cyclical principle, however, one-time final projects are not rare in them. If the organization does not have the opportunity to hire external specialists to implement them, it is extremely important to rationally organize the involvement of employees in the work on the project and stimulate their work. The authors identified the most difficult stages of staffing projects in terms of organizing activities and motivating the people involved. For each stage, the sources and formats of problems and obstacles to the successful implementation of projects are described, as well as some recommendations for their mitigation are given. However, the authors emphasize that a single methodology for eliminating the identified potential problems cannot exist due to objective reasons. However, understanding of the main aspects that can generate these problems can make it easier for managers to diagnose, prevent or correct them in a timely manner.