Развитие эмоционального интеллекта в профессиональной подготовке HR-менеджеров
Emotional intelligence is regarded as one of the most important professional competencies of managers and specialists in human resources services. The efficiency of the whole company depends on the extent to which an HR manager is able to identify his or her emotions, the emotions of clients and employees, and also the way he or she uses them to make decisions. The developed emotional intelligence of the HR manager is the basis for attracting new partners, building long-term partnerships, strengthening the favorable social and psychological climate within the company. The article presents the results of the study of emotional intelligence of students studying Human Resources Management at the Higher School of Economics and the "network" model of its development in the learning process. The study involved 78 students: 56 people (71.79% of the total sample) were undergraduate students and 22 people (28.21% of the total sample) were master level students. Undergraduate students did not have any professional experience; experience of students of the Master's degree program was from 1 to 5 years in the field of human resources management (18% of masters had 3-5 years of experience, professional experience of 82% of masters was less than 1 year). To measure the level of emotional intelligence we used the Test of emotional intelligence, developed by E.A.Sergienko and E. A. Hlevnaya on the basis of the theoretical model of emotional intelligence as the ability of Mayer J.D., Salovey P. and Caruso D.R., MSCEIT Questionnaire. According to the results, the average values of general emotional intelligence and the main scales of emotional intelligence are at the level of competence. The highest rate is observed on the scale of the Emotion Management (M=102.46). Lower indicators characterize the scale of the Use of emotions (M=95,61). 64.10% of the respondents are characterized by an average level of the development of the ability to understand and rule emotions; 56.41% of students have a high level of development of the ability to perceive, identify their emotions and emotions of others; 38.46% have a low level of development of the ability to use emotions to solve problems. The growth of indicators of emotional intelligence from Bachelor to Master in all branches of emotional intelligence is noted. A "network model" of the organization of educational disciplines and additional resources for developing the emotional intelligence of future HR managers is proposed.
The aim of this study was the diagnosis of the causes of psychological and organizational barriers of the personnel’s resistance to changes. We used a standardized interview method based on a questionnaire developed by the authors. The respondents were thirty HR-managers of Nizhny Novgorod business companies representing different sectors of the economy. The study showed that the resistance of the personnel to changes has a medium intensity and a passive form. The resultsrevealed that the leading role in the resistance of personnel to changes play individual psychological causes and organizational barriers. It is found that among individual psychological causes, inertia has the greatest impact on the resistance of personnel to changes, and in the second place, there is the fear of negative consequences of the changes. HR-managers are actively involved in the management of organizational change, including overcoming the resistance of the personnel to changes. To overcome the psychological causes of resistance of personnel HR-managers use "soft" methods of interpersonal influence: teaching, explanation and psychological support, and to overcome organizational barriers –administrative methods.
Invariance properties of statistical procedures for threshold graph identification are considered. An optimal procedure in the class of invariant multiple decision procedures is constructed.
The article represents theoretical overview of studies on HR-managers’ professional roles.The scientific works of foreign authors, describing different concepts of role behavior in HR-management sphere, wereanalyzed. The special emphasis was laid on the “change agent” role of HR professionals. The work areas of HR-manager as “change agent” were proposed. The paper identifies the necessity of HRM approachchange: from reactive to proactive behavior models.
This paper discusses the process of cognitization of society, i.e. increasing the role of knowledge and human capital in modern society and economy. However, in addition to knowledge and cognitive process, emotional intelligence and communication skills (Soft Skills), the presence of which gives an advantage in the labor market, are of essential importance. Thus, «cognitive inequality» is formed.
Identification of network structures using the finite-size sample has been considered.
The concepts of random variables network and network model, which is a complete weighted
graph, have been introduced. Two types of network structures have been investigated: network
structures with an arbitrary number of elements and network structures with a fixed number
of elements of the network model. The problem of identification of network structures has
been investigated as a multiple testing problem. The risk function of statistical procedures for
identification of network structures can be represented as a linear combination of expected
numbers of incorrectly included elements and incorrectly non-included elements. The sufficient
conditions of optimality for statistical procedures for network structures identification with
an arbitrary number of elements have been given. The concept of statistical uncertainty of
statistical procedures for identification of network structures has been introduced.
The distractive effects on attentional task performance in different paradigms are analyzed in this paper. I demonstrate how distractors may negatively affect (interference effect), positively (redundancy effect) or neutrally (null effect). Distractor effects described in literature are classified in accordance with their hypothetical source. The general rule of the theory is also introduced. It contains the formal prediction of the particular distractor effect, based on entropy and redundancy measures from the mathematical theory of communication (Shannon, 1948). Single- vs dual-process frameworks are considered for hypothetical mechanisms which underpin the distractor effects. Distractor profiles (DPs) are also introduced for the formalization and simple visualization of experimental data concerning the distractor effects. Typical shapes of DPs and their interpretations are discussed with examples from three frequently cited experiments. Finally, the paper introduces hierarchical hypothesis that states the level-fashion modulating interrelations between distractor effects of different classes.