Innovations in the Organization of Labor Activity of Employees of an
Industrial Enterprise
G. P. Gagarinskaya
1
, A. V. Gagarinsky
1
, I. M. Igumenov
1
, I. A. Bobylev
2
and E. G. Khorovinnikova
1
1
Samara State Technical University, Samara, Russia
2
Samara State Duma, Samara, Russia
Keywords: Innovation, personnel management, industrial enterprise, labor organization, motivation, remuneration.
Abstract: The authors of the article propose innovations in the organization of labor activity and personnel management
of an industrial enterprise. Conduct an analysis of the payment system of labor in an industrial enterprise.
They analyze foreign literature in the field of motivation, labor organization and personnel management.
Recommends an algorithm for calculating the actual amount of the premium in an industrial enterprise.
1 INTRODUCTION
The issue of effective human resource management
has always been a priority for the management of any
enterprise. After all, the key result of the company's
activities – profit-will depend on how well the work
of the staff is built. It is not enough for a modern
enterprise to produce high-quality products, increase
productivity, and increase the sales network, but it is
necessary to increase the social and environmental
responsibility of the business to its staff and society
as a whole. Managing a company's sustainable
development is an important aspect for achieving the
success of the entire enterprise.
In times of rapid development of artificial
intelligence, automation, and human-machine
interaction, people will remain the core of industrial
companies (and their HR functions). In fact, at all
levels of the organization, each employee will need to
create even more value for the business. Given this
reality, and the large differences in performance
between mid-level and top performers, the strategic
importance of HR increases [1].
In particular, HR will create value by identifying
the right person for each job in a more fact-based way
and supporting those people to fulfill their full
potential.
Taken together, industry-specific features and
fundamental changes in human resources
management in various industries have profound
implications for the human resources management
functions of industrial enterprises.
In light of this, industrial enterprises should
consider updating their HR strategy and rethinking
their HR model.
To start this journey, oil and gas companies may
consider prioritizing four strategic actions:
1. Provide more personalized development for
key employees to support them in their role and
context.
2. Encourage the transition from programmatic
change to continuous improvement, such as
working on empowering leaders and piloting
alternative operating models.
3. Develop a roadmap for analyzing people using
a combination of proven methods with a clear
link to value creation and more experimental
but highly effective applications.
4. Develop your digital talent strategy to support
each area of the business in responding to
technological advances.
In each organization, we also see a number of
areas where an updated approach to human resources
management can bring significant benefits.
Digital skills and capabilities: as in other areas of
industrial enterprise business, artificial intelligence,
analytics, and digital tools will also provide value
creation opportunities within the HR function.
Therefore, HR itself must begin to build capacity in
these areas.
10
Gagarinskaya, G., Gagarinsky, A., Igumenov, I., Bobylev, I. and Khorovinnikova, E.
Innovations in the Organization of Labor Activity of Employees of an Industrial Enterprise.
DOI: 10.5220/0010680000003169
In Proceedings of the International Scientific-Practical Conference "Ensuring the Stability and Security of Socio-Economic Systems: Overcoming the Threats of the Crisis Space" (SES 2021),
pages 10-11
ISBN: 978-989-758-546-3
Copyright
c
 2022 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved

The algorithm for calculating the actual amount of
the bonus based on the bonus indicators using
formula 1:
X=

₁
 (Y-Y₁),
Where:
X - the desired bonus amount;
Z - target bonus amount when completing the goal
by 100%;
Y – the actual percentage of goal completion, but
not higher than the maximum percentage for bonus
accrual;
Y₁- the minimum percentage of completion of the
target assignment for the award, below which the
award is not awarded.
Let's consider the recommendations of the
strategy of bonus employees involved in the
production process in an industrial company of the
Samara region. They are presented in table 1.
Table 1: Target values for the performance of bonus indicators and bonus percentages.
Bonus performance indicators Target premium amount, in % % completion of the target
value, for bonus accrual
When the target is
met by 100%
(z)
When the target is
met by the maximum
percentage
%
Minimum
percentage, %
(y1)
Maximum
percentage,
%
Implementation of the production
volume plan (depreciation
deductions)
0.25 0.5 90 110
Meeting the goals of minimizing
the claim defect (depreciation
deductions
)
0.25 0.5 90 110
EBITDA 4.5 9 90 110
Total 5 10
2 CONCLUSIONS
The formulas proposed by the author for calculating
the bonus for employees of an industrial organization
of the Samara region allow to increase the
involvement of personnel and their motivation, and as
a result, to increase labor productivity at an industrial
enterprise
REFERENCES
Alrichs, Nancy S., 2000. Competing for Talent: Key
Recruitment and Selection Strategies for Becoming an
Employer of Choice, Davies-Black Publishing, Palo
Alto, California.
PJSC Gazprom Neft, [e-mail]
Gagarinskaya, G.P., Simonov, S.V., Schmidt, A.V., 2019.
Improving the labor efficiency of oil and gas industry
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remuneration system. In Financial Economics. 1. pp.
154-159.
Gagarinsky, A.V., Gagarinskaya, G.P., Simonov, S.V.,
Schmidt, A.V., 2018. Management of working hours
when working on a shift basis at an oil production
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611-616.
Gagarinskaya, G.P., Gagarinsky, A.V., Kuznetsova, I.G.,
Vasilchikov, A.V., Schmidt, A.V., 2019. Management
of productivity and efficiency of personnel labor on the
basis of labor motivation at the enterprises of the oil and
gas complex. In News Kirghiz State Technical
University named after I. Razzakov. 1(49). pp. 63-74.
Gagarinskaya, G.P., Gagarinsky, A.V., Kuznetsova, I. G.,
2018. Management of working time of personnel at the
enterprise in the organization (scientific article in
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Gagarinskaya, G.P., Gagarinsky, A.V., Kuznetsova, I.G.,
Schmidt, A.V., 2018. Management of entrepreneurial
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