ORGANIZATION OF PERSONNEL REMUNERATION AT PHARMACEUTICAL ENTERPRISES
Journal Title: Вісник Одеського національного університету. Економіка. - Year 2017, Vol 22, Issue 7
Abstract
The article deals with theoretical and methodological aspects of the organization of personnel remuneration at modern pharmaceutical enterprises. The structure of compensation package, traditional and innovative systems of remuneration of personnel is considered. The characteristic of compliance of the described systems with the specifics of activity of manufacturing enterprises of the pharmaceutical industry is given. It is noted that the modern pharmaceutical industry operates in a harsh competitive environment, therefore domestic producers of medicines have to win positions in foreign countries through the rapid implementation of scientific developments, and introduce innovations. For this industry there is a tangible impact of globalization processes and international scientific and technological exchange. The article describes the personnel problems of the pharmaceutical industry, such as: difficulties in attracting and retaining staff, high professional requirements for workers and the threat of loss of labor force formed at enterprises. It is emphasized that the organization of remuneration of personnel is an instrument for solving personnel problems and strengthening the competitiveness of the enterprise. Modern research in the field of motivational and compensatory management summarizes the global experience of applying effective remuneration systems, but the choice of the most optimal option for staff remuneration should take into account the industry specifics and personnel conditions of the individual enterprise. The purpose of this article is to determine the specifics of the competitive environment of the pharmaceutical industry and its specific features of remuneration organization for modern pharmaceutical enterprises. For pharmaceutical companies with a high innovation level, it is important to introduce such remuneration systems that allow staff to be consistent with the strategic objectives of the enterprise, to manage the productivity of labor, to implement in practice the principles of justice and transparency, to seek understanding of the strategic objectives of each actor, to encourage employees to innovate. To date, the above requirements correspond to modern salary systems built on the Gray system in conjunction with a balanced system of indicators (BSC) as those tested by time summarizing the best world experience of strategic enterprise management and human resources management.
Authors and Affiliations
N. V. Volkova, T. V. Panova
Keywords
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