Socio-Psychological Criteria for the Construction of a Psychological
Profile in Training Personnel for Innovative Management Activities
Dilnozakhon Abdullajanova
National University of Uzbekistan named after Mirzo Ulughbek, Tashkent, Uzbekistan
Keywords Psychological Portrait, Management, Leadership, Personnel Preparation
Abstract This article addresses the issues, significance and pertinence of human resource development in management.
It presents the criteria for the development of human resources in Uzbekistan, with an emphasis on the
emotional and psychological traits of women. The training programme illuminates the influence of
communicative and organisational attributes on women's proactivity and evolving patterns in leadership
styles. It has been demonstrated that women can utilise efficient communication methods to listen to their
teams, engage in inter-organisational relationships, and execute agreements. A distinct classification of
women's leadership types, in terms of objectives and personal style, is offered, along with an illustration of
the degree of reciprocal development of communicative and organisational skills in activity.
1 INTRODUCTION
It is crucial to highlight that the Decree No. PF-5843
from the President of the Republic of Uzbekistan
titled "On measures to radically improve the system
of personnel policy and civil service in the Republic
of Uzbekistan" asserts that the formulation of various
strategic tasks in each sector should be regarded as an
independent and critical issue.
The decree proclaims, "There is an absence of any
legislation with a direct impact on civil service,
encompassing a comprehensive legal regulation of
the candidate selection process through open and
unbiased selection, as well as the criteria for
evaluating the effectiveness and competence of civil
servants, requirements for their professional
development. There is no authorised body on civil
service issues; failure to implement a unified
personnel policy in government agencies and
organisations, effective personnel management and
human resource development, the establishment of a
competitive reserve of skilled personnel, and the
timely filling of vacancies by civil servants." (Decree
№ PF-5843, 2019) This necessitates a more
comprehensive exploration of the issue of human
resources by scholars in the field.
*
Corresponding author
In the current era of global enhancement, with the
swift integration of digital technologies in
development, there is an escalating demand for
active, intellectually advanced, contemporary,
independently-minded personnel who are capable of
showcasing their talents and innovative approaches
across all sectors of the economy.
Indeed, in social psychology, the term "personnel
reserve" denotes a team of managers and specialists
who conduct managerial activities, fulfil the demands
of a certain level of position, and have undergone
targeted training. The creation of the personnel
reserve has a legal, organisational, and psychological
foundation. Thus, if we consider the existence of a
person, the accurate evaluation of the situation, the
growth, transformation, or development of a person
as a result of internal and external influences, then it
can be attributed to their inner specificity. These
internal and external influences serve to conduct a
subjective analysis of one's activity to a certain
degree. Based on this, a person derives the necessary
conclusions for future activities. In this context, the
dominance of emotional evaluation of internal and
external influences in women is a significant factor.
This is evident in the fact that women can sense the
presence of events, taking into account even the
smallest details. This characteristic serves as a unique
130
Abdullajanova, D.
Socio-Psychological Criteria for the Construction of a Psychological Profile in Training Personnel for Innovative Management Activities.
DOI: 10.5220/0012478600003792
Paper published under CC license (CC BY-NC-ND 4.0)
In Proceedings of the 1st Pamir Transboundary Conference for Sustainable Societies (PAMIR 2023), pages 130-136
ISBN: 978-989-758-687-3
Proceedings Copyright © 2024 by SCITEPRESS – Science and Technology Publications, Lda.

aid to women in accurately assessing the situation and
accomplishing tasks.
2 METHODOLOGY
It is well recognised that every team member within
an organisation is personnel at one level or another,
and it is vital to pay particular attention to the socio-
psychological characteristics when evaluating
personnel performance and their selection for
training. The personal and psycho-emotional
characteristics of women who are included in the
personnel reserve form a comprehensive set of
effective orientations to sustain their activity in each
area.
Concurrently, the psycho-emotional feature, which is
unique to women in personnel selection, including
mental stability, is a significant factor in achieving
success and high productivity in the field. High
professionalism is apparent in their activity.
Mental stability also serves to ensure compatibility
between women’s intellectual, emotional, volitional,
and personal-professional aspects in management. It
also represents the clear manifestation of all the
mental components of an individual in accordance
with the external environment in certain situations
and conditions. Mental stability is also characterised
by determining the maximal effect of success in the
field. (Abulkhanova-Slavskaya,1991);(Asmolov,
1990)
Team motivation is a means to encourage
professional development as well as career growth.
Specifically, working with the personnel reserve
offers the opportunity to enhance staff skills, acquire
knowledge from experienced specialists during
retraining, and conduct consultations to boost the
confidence of young professionals. The issue of
diagnostics broadens the possibility to discover new
talents and identify employees who are prone to
inadequate self-assessment.
Time management in retraining generates the
confidence to locate new staff and reduce the time
spent with management in their mutual adaptation
processes.
Clear goal setting, time planning, forecasting,
strategy formulation, independent decision making,
and the development of communicative skills all
serve to increase the effectiveness of management
activity. Dominance in activity, stress tolerance, self-
control, and emotional stability are vital personal
characteristics of the subject.
3 RESULTS AND DISCUSSION
Our research indicates that under the stewardship of
an 'innovator' type leader, the opportunity to cultivate
a new, liberal-democratic environment within the
organisation expands. This is not solely attributed to
the use of contemporary information technology, but
also involves engaging with the team in the execution
of active management, communication, guidance,
discipline, management of cooperative meetings, and
the implementation of various agreements.
Consequently, the distinctive attribute of the
'innovator' type is that working on the basis of a free
creative approach with innovative ideas is becoming
a hallmark of modern women's style today.
It was observed that the inclination of 'innovator' type
leader staff to develop has surged with 99.9%
confidence in their aspiration (W (z) = 2.11; p <0.05).
This is attributable to the fact that active participation
in management implies that women have a high level
of experience in implementing discipline within the
community, organising the system, and identifying
new, innovative ways to establish communication in
relationships.
The socio-psychological characteristics of women are
manifold, and an essential resource for societal
development is the active application of the personnel
selection and placement institute, orienting,
enhancing the effectiveness of their potential, and
forming women personnel.
In particular, another distinctive trait in women
relates to their high emotionality and age. Strong
emotionality should not be viewed as a negative trait
in women. In fact, when women form mental stability
against frustration, the possibility of neutralising the
effects of negative factors expands.
Focusing on inherent quality traits also plays a crucial
role in women's success in management.
Acknowledging women's intuition, stress tolerance,
and emotional stability should be seen as positive
traits.
Socio-Psychological Criteria for the Construction of a Psychological Profile in Training Personnel for Innovative Management Activities
131

Figure 1: Diagram of the manifestation of women's activity by types of leadership (post-training cases).
In British English, the revised paragraph would look
as follows:
In particular, when recommending candidates for
managerial positions, possessing comprehensive
information regarding the socio-psychological and
emotional characteristics, as well as the capabilities
of women within the reserve, augments the credibility
of their activities and enables accurate planning with
an anticipation of positive outcomes.
Experience underscores that individuals hold
numerous positions within social life. Each position
necessitates the execution of certain rights and
responsibilities, thereby determining one's social
standing. Given that an individual can hold several
positions concurrently, their precise status within
society is defined by their level of activity.
Whilst the formation of the personnel reserve serves
as a critical foundation for candidate promotion, the
employment of varied methods to ascertain staff
suitability for a specific profession or position is
paramount.
Enhancing production quality, cultivating a reserve of
leading personnel, and the selection and placement of
appropriate personnel for society's social and
economic management constitute some of today's
most pressing issues.
Indeed, the primary objective of applying the institute
of human resource formation is to eradicate staffing
deficiencies within organisations, specifically to
prevent the creation of artificial gaps.
Undoubtedly, human resource training requires a
balance of interests to judiciously harness their
potential. From this perspective, ensuring the benefits
for the reserve staff align with the needs and motives
of the staff is of utmost importance.
When selecting and recommending personnel for
responsible positions, having a definitive strategy
regarding their socio-psychological characteristics
and criteria is crucial.
The selection of women for personnel staff, the
development of leadership skills, qualifications, and
theoretical experience plays a significant role in
determining their risk readiness, their categorisation
during the management period, and in appointing a
reliable candidate.
Naturally, the formation of the personnel reserve
has its own objectives, criteria, requirements,
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opportunities, and rules. However, the staff are not
forced to adapt to these requirements; rather, a
psychological portrait of the individual is formed in
terms of staff potential.
The main criteria for human resource formation
include:
⮚ possessing higher professional education;
⮚ having experience in management activities;
⮚ having organisational, business and personal
qualities;
⮚ demonstrating motivation for an innovative
approach to activities;
⮚ having the ability to analyse data and
documents;
⮚ having the ability to make informed decisions
and accomplish them;
⮚ considering the specific qualities of socio-
psychological maturity and, of course, the employee's
willingness to be included in the staff reserve.
The effect of inclusion in the personnel reserve is
evident in the development of personal agility,
endurance, responsibility, testing, and independent
decision-making.
Foremost, conditions must be created for women
to showcase their potential as staff. This can be
achieved by adding them to the reserve, encouraging
and supporting them, and shaping their experience,
skills, and abilities (Abdullajanova, 2020).
Table 1: The degree of mutual development of abilities in activity(post-training case) (n-30).
N Before
Correction
After
Correction
W(z)
The Wilcoxon
criterion
R
Reliability
level
Determining communicative
ability
(F.Akramova, N.
Lutfullaeva)
30 12,31
14,14 1,12 0,098
Can you listen to others?
(F.Akramova,
N.Lutfullaeva)
30 28,50
30,18 1,18 0,078
Organizational 30 5,63 12,54 4,14 0,000
Communicative Abitlity 30 3,00 6,15 3,28 0,000
4 DISCUSSION
The revised paragraph in British English would be as
follows:
Taking into consideration the level of communication
and empathy when working with the public,
specifically engaging with middle and socially
vulnerable segments of the population, listening, and
fostering a positive attitude, all depend on the
development of women's communication skills.
The efficacy of management activities hinges on the
proper cultivation of experience, skills, and abilities,
which play a pivotal role in the successful adaptation
of women to fluctuating situations.
A developed level of organisational and
communicative skills in women is favoured in
management activities. This can be attributed to the
critical role of organisation in demonstrating
leadership aspirations, in team management, in
communicating with employees, in systematising
activities, and in planning.
Our study revealed that a training programme aimed
at preparing women for innovative leadership
activities resulted in increased communication
abilities (W (z) = 1.12; p <0.05) and improved
Socio-Psychological Criteria for the Construction of a Psychological Profile in Training Personnel for Innovative Management Activities
133

listening skills (W (z) = 1.18; p <0.05), each with a
99.9% confidence level in post-correction.
Organisational and communicative skills were
analysed as a contributing factor in shaping women's
leadership styles in management. Notably,
organisational ability (W (z) = 4.14; p <0.001)
demonstrated a 99.9% increase in confidence.
This is attributable to the fact that women can not only
become an active participant in enhancing the socio-
psychological environment, especially in
coordinating family and ethnic relations, overcoming
the repercussions of political and economic issues,
but also a significant force in resolving social
problems.
Within the context of women's activism in
management, communicative ability, or the capacity
to engage actively, plays a vital role in the realisation
of needs, desires, and aspirations, and the attainment
of goals. A communicative approach is also vital in
understanding the situation within the community, in
improving the internal environment, and in resolving
relevant problems.
Specifically, communicative ability serves as a
crucial factor in accurately assessing different
situations within the community in women's activism.
Indeed, women's communicative ability plays a
central role in the tactical resolution of conflict
situations and in adopting a diplomatic approach to
agreements.
Communicative ability facilitates the establishment
of clear, concrete relationships between
organisations, enabling the achievement of positive
agreements, and paying attention to every nuance of
communication, which is often characteristic of
women.
In our study, we noted an increase in women's
communicative ability (W (z) = 3.28; p <0.001) at a
confidence level of 99.9%. In management, women
can deploy effective communication methods in
listening to the team, in inter-organisational relations,
and in implementing agreements. Another critical
aspect is the tactical approach to paying attention to
the appearance of employees, developing public
speaking skills, and enhancing communication
effectiveness (Abdullajanova, 2020).
Figure 2: The degree of mutual development of abilities in activity. (post-training case).
The revised paragraph in British English would be as
follows:
Taking into consideration the level of communication
and empathy when working with the public,
specifically engaging with middle and socially
vulnerable segments of the population, listening, and
fostering a positive attitude, all depend on the
development of women's communication skills.
The efficacy of management activities hinges on the
proper cultivation of experience, skills, and abilities,
which play a pivotal role in the successful adaptation
of women to fluctuating situations.
PAMIR 2023 - The First Pamir Transboundary Conference for Sustainable Societies- | PAMIR
134

A developed level of organisational and
communicative skills in women is favoured in
management activities. This can be attributed to the
critical role of organisation in demonstrating
leadership aspirations, in team management, in
communicating with employees, in systematising
activities, and in planning.
Our study revealed that a training programme aimed
at preparing women for innovative leadership
activities resulted in increased communication
abilities (W (z) = 1.12; p <0.05) and improved
listening skills (W (z) = 1.18; p <0.05), each with a
99.9% confidence level in post-correction.
Organisational and communicative skills were
analysed as a contributing factor in shaping women's
leadership styles in management. Notably,
organisational ability (W (z) = 4.14; p <0.001)
demonstrated a 99.9% increase in confidence.
This is attributable to the fact that women can not only
become an active participant in enhancing the socio-
psychological environment, especially in
coordinating family and ethnic relations, overcoming
the repercussions of political and economic issues,
but also a significant force in resolving social
problems.
Within the context of women's activism in
management, communicative ability, or the capacity
to engage actively, plays a vital role in the realisation
of needs, desires, and aspirations, and the attainment
of goals. A communicative approach is also vital in
understanding the situation within the community, in
improving the internal environment, and in resolving
relevant problems.
Specifically, communicative ability serves as a
crucial factor in accurately assessing different
situations within the community in women's activism.
Indeed, women's communicative ability plays a
central role in the tactical resolution of conflict
situations and in adopting a diplomatic approach to
agreements.
Communicative ability facilitates the establishment
of clear, concrete relationships between
organisations, enabling the achievement of positive
agreements, and paying attention to every nuance of
communication, which is often characteristic of
women.
In our study, we noted an increase in women's
communicative ability (W (z) = 3.28; p <0.001) at a
confidence level of 99.9%. In management, women
can deploy effective communication methods in
listening to the team, in inter-organisational relations,
and in implementing agreements. Another critical
aspect is the tactical approach to paying attention to
the appearance of employees, developing public
speaking skills, and enhancing communication
effectiveness (Abdullajanova, 2020).
5 CONCLUSIONS
The revised paragraph in British English would be as
follows:
The increasing effectiveness of women's participation
in management is dictated by their organisational
skills, as well as their direct relevance to the
“organisational” type of leader. According to our
study, the specificity of the “organisational” leader
type in women in management after correction (W (z)
= 2.11; p <0.05) was found to have a 99.9%
confidence level.
The reason is that women, who are characteristic of
the “organisational” type of leader, capitalise on
every situation and opportunity, conducting activities
in management in a planned and timely manner.
Moreover, women of the “organisational” leader type
consider social, political, and economic factors when
promoting their activities to the public and
influencing the community. They engage their
activities more with the public, take a creative
approach to situations, and thereby seek ways to
achieve their intended goals, creating the opportunity
themselves. The distinctiveness of this type of woman
is explained by the systematisation of their activities,
behaviour, time allocation, planning, and time
management, as well as orderly activities concerning
others.
This is because women’s self-awareness, capacity,
and willpower in management are associated with
active participation. The influence of the external
environment and internal motivation is vital in the
manifestation of activity in management.
The strength of communicative abilities in women
with an innovative type of leadership suggests that
goal achievement is significantly higher due to a
creative approach to organisation. Innovative
activism means being able to apply innovations in
practice with a fresh perspective and unwavering
acceptance.
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135

REFERENCES
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Asmolov A.G.(1990). Psychology of Personality: Textbook
//A.G. Asmolov - M.: Publishing house of Moscow
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Abdullajanova D.S.(2020)Socio-psychological features of
women's activity in management (on the example of the
district kengashs of the Tashkent city) dissertation
abstract of the doctor of philosophy (PhD) on
psychological sciences. Tashkent,
Bern Sh.M.(2001). Gender psychology. (Secrets of
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Decree № PF-5843 of the President of the republic of
Uzbekistan "On measures to radically improve the
system of personnel policy and civil service in the
republic of Uzbekistan", October 3, 2019.
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