IDENTIFICATION OF THE IMPACT OF INNOVATIVE-TRANSFORMED MANAGEMENT SOLUTIONS ON HUMAN RESOURCES DEVELOPMENT

Abstract

The study is devoted to solving the urgent problem of identifying the relationships between the systems of innovative and transformed management decisions and the results of the organization's human resources development management. Based on the integration of the substantive and process approaches to analysis, a model for studying direct and indirect influences is proposed, taking into account the intermediary role of managers and the perception of the implementation of organizational innovations by personnel. It was found that innovative recruiting solutions contribute to more productive motivation and staff involvement. It is shown that innovative HR solutions of a motivational direction have a positive effect on career development, but have a slowing effect on staff training, which is due to attempts to save financial resources with a clear distinction between management decisions regarding training costs or rewards. It was found that HR decisions on career development involve a reasoned definition of motivational tools, modernization of recruitment methods and involvement of employees in solving strategic goals, but the importance of identifying personnel needs in training was underestimated. Innovative solutions of a social orientation allow personnel to feel like an integral part of the enterprise team, but in most cases such decisions are perceived by managers as less important for achieving better organizational efficiency, therefore, they correlate with decisions on selection and hiring and career development. It is shown that management decisions aimed at personnel training are least perceived by enterprise managers as a factor in ensuring organizational efficiency. The proposed evaluation model sufficiently reflects the main characteristics of the impact of innovative and transformed management decisions on the development of human resources, is fully substantiated using statistical methods and empirically tested on a sufficient amount of data, and therefore can be used to analyze such an impact both at the level of economic entities, and at the regional and industry levels. Strategic directions of innovative transformation of management decision-making in the context of various scenarios of the development of domestic economic activity may become promising further explorations.