Internal labor markets. Labor market of an enterprise (organization) Internal labor market of an enterprise

The organizational forms of labor activity in modern society are such that workers occupy jobs within specific organizations. This causes the separation of submarkets from the labor market (usually regional) - labor markets of specific organizations (internal labor markets). At the same time, the internal labor market is closely connected with the external labor market - with the regional labor market. The organization acts in the regional labor market in two roles: firstly, as a buyer of labor, since it is the organization, having jobs, that determines the demand for labor. In addition, in the organization where the process of direct consumption of labor occurs, a market mechanism is implemented in terms of ensuring compliance between the price of labor and the cost of its reproduction. Secondly, the organization acts as a supplier to the regional labor market of surplus labor or labor that does not meet the production requirements in terms of its qualitative characteristics.

The internal labor market provides workers already employed in production with a certain degree of protection from direct competition in the external labor market. However, the internal labor market exhibits inherent competition between workers in job advancement, obtaining more profitable jobs, and filling vacancies.

The main functions of the internal labor market are to ensure a balance between the demand and supply of labor within the organization, adjusting the professional and qualification characteristics of workers in accordance with the constantly changing requirements of technology and production organization; social protection of the organization’s employees and ensuring employment guarantees.

The domestic labor market is more manageable compared to the regional one; it is not subject to serious spontaneous fluctuations. Therefore, the regulation of the relationship between demand and supply of labor here is carried out more purposefully, and not under the influence of free competition. At the same time, the methods used by organizations to match labor supply and demand are quite diverse (Table 4.3).

Thus, both the demand and supply of labor from one’s own labor force are managed. The expansion of supply is influenced by such actions of the administration as filling jobs by moving its own workers; encouraging employees to learn other professions; taking into account the personal interests of employees; Encouraging reasonable intra-organizational turnover.

The influence on the employee in order to adapt him to the needs of production and ensure his effective employment is carried out through requirements for the quality of the workforce, its qualifications, through motivation to work, the active involvement of the employee in professional mobility, etc.

Only when properly organized, the process of labor consumption in the domestic labor market ensures the full use of the employee’s labor potential, his capabilities, and personal qualities.

Table 4.3

The situation on the internal labor market and possible reactions of the organization

In economic theory, the internal labor market (ILM) refers to the intra-firm movement of labor within the same enterprise, in which the wages and placement of workers are largely determined by rules and procedures. The internal labor market is contrasted with the external labor market, in which interfirm labor mobility occurs, and wages and labor distribution are the result of market forces.

Internal labor markets have a number of distinctive features. First of all, these include the following:

− the relative independence of the wage rate of some ART workers depends on the relationship between supply and demand for a similar type of labor on the foreign market (wages depend on the length of service and the employee’s position in the enterprise);

− filling of vacancies occurs, first of all, by promoting personnel up the career ladder (an employee, as a rule, first gets to one of the lower levels of VRT, and then gradually moves to higher levels);

− there are long-term relationships between employers and employees;

− there is relative independence of the enterprise’s employees from external competition, protection from wage fluctuations and the threat of unemployment;

− there is a relatively small number of ART agents and limited places of employment;

− there is insignificant variability in mobility with rapid horizontal and vertical movement of workers without high costs;

− administrative methods of regulating relations in ART are of great importance;

− the presence of a significant amount of poorly formalized information inaccessible to external economic entities when making decisions;

− domestic labor markets are usually isolated from each other.

The main reasons for the formation and development of ART are the following:

1) specific professional training, based on the uniqueness of the technologies used at the enterprise and the specificity of existing jobs;

2) the complexity and high costs of obtaining information about the potential productivity of a worker hired from the external market;

3) vocational training on the job and learning while working with incentives for both trainers and trainees.

The interaction of ART with the external labor market is limited and is reduced mainly to those vacant jobs for which enterprises hire new workers on the external labor market. As a rule, these workers are hired at lower job levels, which correspond to relatively low qualifications. Only if the enterprise does not have worthy applicants for vacancies at a higher level, the enterprise replaces them with the help of the external labor market.

From the employer's point of view, employees employed at the enterprise and those located outside it are significantly different, even if they have the same level of qualifications and other objective characteristics. This is due to the fact that the most important features of labor behavior cannot be clearly defined until the employee completes at least several production tasks. However, according to labor law, this presupposes the establishment of an employment relationship. This circumstance makes it preferable for an employer to use the labor services of already attracted workers rather than look for them on the side.

This desire can be fully realized if we consider the demand for labor in the form of man-hours.

It is known that employers often have a need for a relatively small and (which is very important) short-term increase in the scale of use of human resources. This can be achieved by involving enterprise employees in overtime work. If a more stable need for additional work arises, temporary internal part-time work may be arranged.

A similar situation exists when considering the characteristics of labor supply, primarily in the form of man-hours. If the employer has a need to perform additional work, then employed workers periodically have a desire to receive additional money. Often this need becomes so urgent that they are willing to do extra work to satisfy it, which means nothing more than offering man-hours of labor. All other things being equal, a busy worker in most cases prefers additional workload at his enterprise to work on the side.

From the point of view of modern economic science, supply and demand must be considered in conjunction with the so-called transaction costs. These costs include the time and money spent by the employer and employee to satisfy their demand for labor (supply of labor). It should be noted that if employment relations are formed within the enterprise, they will be minimal.

So, the components of the labor market related to the supply and demand of labor in the form of man-hours turn out to be closely related to the enterprise where they operate.

The demand for labor, expressed in workers, arises when it is necessary to find a replacement for a quit employee. To satisfy it, the employer can go outside the enterprise. However, it is beneficial for him to use the services of his own employees, filling vacancies with them and achieving the solution of three problems at once:

− losses caused by the absence of workers in important positions are reduced (they are replaced by less significant losses due to the unfilling of less important vacancies);

− opportunities to stimulate employed workers are significantly expanded;

− the costs of searching, attracting and selecting employees fall, since this approach requires filling positions that are not so responsible.

The practical implementation of these tasks requires the formation of a system of permanent employment at the enterprise. This is achieved, firstly, by stimulating the retention of employees, and, secondly, by considering them as priority candidates for filling vacant jobs at a higher level. In this case, the employee’s desire to occupy a certain position can be considered as an offer of his labor within the given enterprise. Thus, the demand for labor in the form of workers is also largely carried out within the enterprise.

All this contributes to the transformation of the labor behavior of the employed, since it becomes more profitable for them to make efforts for job advancement rather than to search for new jobs outside the enterprise.

Thus, both the demand for labor, expressed in man-hours, and the demand for labor, expressed in employees, are largely satisfied within the enterprise. The same applies to labor supply.

Let us note that all employed people are personally free people. Therefore, any change in the market situation may lead them to decide to change jobs. Enterprise management has to spend significant amounts of money to attract workers to low-prestige positions.

In some cases, the dismissal of certain categories of employees entails such high social costs that it makes it beneficial to provide them with job guarantees. Thus, a significant part of the labor force cannot be excluded from the production process without serious costs in the current and future periods. There is a mutual desire of employers and employees to ensure the permanent assignment of these workers to a given enterprise. At the same time, changes occurring in the labor market outside the enterprise must be neutralized in such a way as to prevent their release.

Each internal labor market can be described as some combination of job guarantees for employees of the enterprise and mechanisms for their gradual promotion. Both job guarantees and employee promotion mechanisms have a clearly defined institutional nature, consisting in the presence of a large number of formal and informal rules and restrictions. They, and not economic factors themselves, primarily determine the nature of decisions made in this area.

The traditional form of ART is the gradual replacement of increasingly higher-paid and attractive positions with workers hired at the lowest level of the hierarchy. Moreover, only the lowest positions can be occupied by persons who were not previously within the external labor market or who did not participate in social production at all. All others require as a precondition more or less long-term employment in less attractive positions.

Assessing the impact of internal labor markets on the efficiency of labor and production, one cannot help but note some contradictory points. On the one hand, they reduce the enterprise’s costs of searching, selecting, hiring and training labor; reduce labor turnover, which leads to higher and more sustainable productivity of living labor and more efficient use of fixed and working capital; contribute to the development of the labor motivation system, the creative abilities of employees and activate their own investments in education (upgrading their qualifications, obtaining a second profession, specialty).

On the other hand, the internal labor market is inseparable from the monopoly position of its subjects. The negative consequence of this is, in particular, the difficulty of replacing employees, even when applicants for their positions from outside have a much higher level of professionalism.

The main functions of the internal labor market include:

− ensuring differentiated social protection of workers;

− special training and development of skills of employees;

− preservation of the most valuable part of labor potential;

− maintaining the social stability of the team.

All these are very important functions, the implementation of which is a matter of public interest. Therefore, the state has an important, although not decisive, influence on the functioning of domestic labor markets by regulating the fundamentals of labor relations, implementing social protection programs for certain groups of the population, creating general and special employment programs and pursuing anti-discrimination policies.

Another feature of the internal labor market is that enterprises, in order to stimulate the labor efforts of workers and minimize control costs, can pay them wages above the equilibrium one (i.e., more than is required to provide a certain amount of labor in a competitive external market). Such wages are called effective (optimal).

For what reasons are enterprises forced to stimulate the labor efforts of employees by setting effective wages above the equilibrium? Firstly, in the process of fulfilling an employment agreement, one of the parties (employee or employer) may evade fulfilling the terms of the employment contract. An employee can reduce labor efforts, provide labor services in a smaller volume or of worse quality. The employer's reaction in this case can be different - from strengthening control over the employee's work (if shirking is discovered) to dismissing him. In the latter case, the fired worker can immediately find a job at the same salary in a competitive equilibrium labor market, and for this reason it is difficult to punish such a worker. The employer can only constantly monitor the employee, while incurring large costs, or he can increase the salary of such an employee (as an alternative solution). In this case, workers, receiving wages higher than at other companies, will become afraid of losing it upon dismissal. In addition, costs associated with turnover will be reduced; the firm will be able to select the best workers when hiring. Thus, increasing wages reduces control costs and ultimately increases profits.

A typical dependence of a worker’s labor effort on wages (Solow condition) is shown in Figure 2.14. Wages are marked on the vertical axis, so the curve depicts the inverse relationship between wages and labor effort w (e).

Figure 2.14 – Solow condition

If we assume that the employer chooses wages wv, then this will lead to costs per unit of labor efficiency w1/e1 (their value is shown in the graph by the slope of the ray OA). At point A, the effort-wage curve has a slope

The employer can reduce costs by choosing wage w*. An increase in salary gives a relatively greater increase in effort e*. At w*, the OS ray reaches the last bend of the curve and coincides with the slope of this curve. The first circumstance means that w/e is the cost of a unit of labor efficiency, which reaches a minimum at w*; second, what's at the point

. The same result is obtained by combining the two obtained first-order conditions. With dQ/dL = dQ/dw we get:

In other words, at an optimal (effective) wage that minimizes costs, the wage elasticity of effort will be unity. This means that, given the efficiency wage, a certain relative change in wages will lead to the same relative change in labor effort. This condition is called the “Solow condition”. It follows from this that effective wages depend only on the wage-effort ratio. Therefore, when factors affecting the demand for labor change (product price, capital price, etc.), the effective wage will not change, remaining rigid, but only the quantity of hired labor will change. The firm will hire more workers without extracting more effort from the workers already hired by increasing wages. A change in the wage level will only occur when the firm faces a limited supply of labor. Wage rigidity will also lead to unemployment in equilibrium. If the effective wage is greater than the wage level at which the labor market levels off, firms will not lower wages, benefiting from excess labor supply.

The reasons why enterprise administrations decide to set effective wages for certain categories of workers can be different - facts of shirking from work, turnover of the most valuable employees, unfavorable conditions for the selection and hiring of new employees, revealed on the basis of sociological research.

In modern conditions of market development, many specialties have lost their former prestige due to the extremely low wages inherent in a number of industries. This is especially true for those who work in the field of education - school teachers, educators, university and technical school teachers. The knowledge, qualifications and hard work of these specialists are not adequately reflected in their salaries. But these are the ones who, as they say, “make us into people, who make us into masters,” that is, help us get an education. Many graduates of pedagogical universities, not wanting to work in their specialty, are looking to apply their strength in other areas of activity where career and material growth is possible. The selection of teachers is fraught with great difficulties, since it is impossible to adequately pay their work. Let's consider the position of education specialists in the labor market.

As practice shows, most often employers post requests on Internet sites for psychologists, teachers, nannies, governesses, methodologists, trainers and training managers. Let's talk about what requirements are placed on these specialists and how their work is paid.

Job responsibilities of education specialists

For the above specialists, here is a short list of job responsibilities that are usually indicated in job advertisements published by employers on the Internet.

Nanny/governess must (depending on the age of the pupil and the agreed amount of work) provide full care for the child - prepare food for him, feed him, wash and iron his clothes, walk with the child, pick him up from kindergarten or school, and also take him to classes, sports sections, help with homework.

Teacher teaches students taking into account the specifics of the subject being taught, conducts lessons and other educational activities in the classes assigned to him according to the distribution of the educational load, and also educates them, ensuring proper order and discipline during classes. In addition, he must implement the educational programs used at the school in accordance with the curriculum and ensure the level of training of students that meets the requirements of the state educational standard.

Task school psychologist– carry out individual and group psychological diagnostics with processing of results, draw up conclusions and recommendations, conduct individual counseling for students of the educational institution and group correctional work. He needs to interact with parents, internal affairs bodies, guardianship and trusteeship authorities, commissions on juvenile affairs; during monitoring, select the most pressing issues and problems that require solutions, as well as determine ways to eliminate the causes that cause them.

Methodist(at a university) must ensure the progress of the educational process according to the educational program: organize the admission of students, monitor compliance with curricula, maintain personal files, student registration cards, reporting and document flow for the program, prepare teaching materials for training courses, organize additional elective classes and trainings, enter into agreements with students, control the receipt of payments, be on duty in the dean’s office.

Concerning trainer/training manager, he participates in identifying and analyzing the organization's training needs, develops new training programs for employees of various profiles, adapts global and “external” programs to the needs and objectives of the organization, provides post-training support, and also participates in the development of methods for assessing the effectiveness of training programs.

Requirements made by employers for specialists in the educational field

Let's analyze the most frequently found requirements in advertisements for applicants for vacancies in the field of education.

The traditional age range of 20–40 years, accepted today in the labor market, in the educational sphere is usually expanded to 50 years, and sometimes to 60 years. This is especially true for candidates for the positions of school teacher, social worker, and nanny. The gender of the applicant usually does not matter for most professions (although most employers, of course, would like to see a woman in the role of nanny or governess).

Requirements for knowledge of a foreign language are determined by the content of the future specialist position. Employers' requests largely include computer proficiency as a user skill, with the exception of those workers whose specialty directly requires computer proficiency at the advanced or expert level.

About 70% of vacancies posted in the “Education/Business Education/Trainings” section require a higher specialized education, the rest require secondary specialized education. Future nannies are often required to have a secondary medical education.

Experience requirements are determined by the specific position. For school teachers, in 60% of cases, work experience is not required, but for private teachers and governesses, work experience is required, and sometimes recommendations from previous places of work are required. An applicant for the position of nanny for a preschool child needs to be proficient in developmental techniques.

The common wish for all specialists in the field of secondary and higher education is goodwill, tolerance, love for children, the desire to constantly improve their professional level, as well as the presence of creative potential, good communication and organizational skills.

For a candidate for a position in the “Business Education/Trainings” segment, for example a trainer, in addition to compulsory higher education, it is desirable to have additional education in the “Trainer” specialization, at least 2 years of work experience in this specialty, master the methodological foundations of conducting trainings, and speak fluent English and be an experienced PC user. Such specialists need well-developed communication skills, time and activity planning, a desire for constant self-learning and development, and the ability to work in a team.

Level of salary offers and social package

The table shows data on salaries offered as starting salaries to candidates for open positions in the field of education. Here we are mainly talking about government organizations in the educational sector.

Starting salaries for education specialists

The data is given for Moscow, information on salaries is taken from job advertisements published on the website www.superjob.ru in the first half of 2005. Salary levels are given without taking into account bonuses, bonuses, allowances, etc. As for the salary level for of the specialties considered in this review for other regions of Russia, they may differ, mainly downward, by 20–30%.

The compensation package, as a rule, includes the following social benefits: payment for food, transportation, gym classes, sanatorium treatment, medical insurance, salary supplement, financial assistance, etc.

Methods of personnel search in the educational field

In the context of the falling prestige of teaching work and the mass departure of highly qualified specialists from the field of education in search of better-paid jobs, which negatively affects the quality of knowledge acquired by the current generation of students, the task of staffing an educational institution with the necessary specialized teachers and other personnel working in the education system is urgent. .

The search for such personnel is carried out using traditional methods: through friends, by publishing advertisements in the media, contacting employment services, recruitment agencies, and also via the Internet. The latter method is the most effective and low-cost recruitment tool in such a multifaceted field as education. It is used to search for highly paid specialists occupying such a niche in the educational sphere as business education and training, and to select teachers, educators, governesses, and other personnel. After all, turning to recruitment agencies is financially expensive for many.

Of course, to find a worker for a nanny position, you can use the services of agencies specializing in this area.

For example, if a family needs a nanny with knowledge of three foreign languages, who will be ready to go abroad on vacation, then an agency is what is really suitable in this situation. But if you need a responsible and pleasant woman who, for $2 an hour, will pick up your child from kindergarten and feed him porridge at home, then it is more effective to use the “acquaintance” method.

The hardest thing to find a nanny is for those who need her for only a few hours a day. As a rule, nannies strive to have a stable income, which is only possible with 6–8 hours of work per day. And the easiest way to find such an employee is through the Internet, where many resumes of a similar profile are posted.

To search for specialists in secondary and higher education, it is also advisable to use the services of specialized “work” resources.

As for the response to job advertisements posted on the Internet, it is, of course, significantly inferior to the results of posting vacancies for managers, accountants or secretaries. But on average, it is quite possible to receive from 10 to 60 resumes for such a publication, which will allow you to choose the most suitable candidate for an open position.

2.2. Features of the mechanism of functioning of the internal labor market in Russia

In the system of employment relations, the internal labor market has its own specifics associated with its primary focus on the intraprofessional mobility of workers within the organization. The dynamics of the internal labor market are determined by the presence and composition of personnel, the ratio in its structure of the personnel “core” and the peripheral workforce, the intensity of labor movements and personnel rotation, the level of personnel employment, the efficiency of using the organization’s labor potential, the competitiveness and innovativeness of the organization as a whole.

The following functions of the internal labor market are distinguished:

providing employment guarantees and social protection for workers;

ensuring a balance between labor supply and demand within the organization;

development of personnel and adjustment of their professional and qualification characteristics in accordance with innovative changes in the organization.

Internal labor markets of organizations differ from external labor markets in terms of both formation and functioning, since any organization is a closed structure that maintains connections with the external environment only out of necessity. This also applies to the influence of the external labor market on the internal one: as long as the employee is satisfied with the quality of his working life, he does not need to leave his workplace and enter the external labor market in search of a better place with all the conditions necessary for him.

The patterns of formation of demand and supply of labor in internal labor markets also have their own specifics in comparison with labor markets internal to the company. When the scale and structure of internal demand for labor changes, the organization can and should adjust the supply of labor coming from already hired workers. Almost every employee of a particular organization, who is timely aware of changes and innovations in the company’s activities, will and should make a conscious decision about their own professional growth. The interaction of the economic interests of the company and the worker is manifested in changes in the structure of labor supply. The employee’s desire to maintain his employed status will stimulate him to adequately respond to changes in intra-company demand for labor. The most “flexible” employees can develop in advance the knowledge, skills and abilities that in the future will be in demand by the organization in the internal labor market. The organization itself can actively influence changes in the structure of the internal labor supply by developing and implementing its own personnel policy, including personnel development programs, which include the following components:

training;

retraining and training in related professions;

mastering fundamentally new types of activities when the profile of the organization changes.

An analysis of human resource management practices in Russian organizations allows us to conclude that the level of development of market relations within intra-company labor markets is far from uniform. 1 Today in Russia there is almost the entire range of forms and methods of human resource management within the domestic labor market. However, the ongoing personnel policy itself does not yet provide a clear answer to the question about the degree of development of the internal labor market of a particular organization.

From the point of view of managing the internal market, an organization, within the framework of its personnel policy, on the one hand, cannot respond to measures of the state’s socio-economic policy (primarily employment policy), and on the other hand, it has a fairly wide range of tools to effectively influence the system of motivational priorities of employees.

Thus, personnel policy, built on the basis of the norms of corporate culture and the corresponding standards of organizational behavior, can influence the degree of real participation of the employee in the processes taking place in the internal labor market.

2.3. Interaction of the enterprise with the external labor market

Currently, it is customary to distinguish between open (external to the enterprise) and intra-company (closed) labor markets, which are closely interrelated. The intra-company labor market includes a system of relations (organizational, legal, social, economic, information) between employers and employees, representatives and their interests in the state regarding the placement of workers in production, organization and labor protection, working hours and pay, professional promotion and retraining, incentives for additional results. Thus, we can talk about the presence of an internal subsystem of the labor market - intra-company labor market. The development of the intra-company labor market system should be considered as a unified development of organically related systems: production, labor, and labor relations operating in the system.

In Russia, the domestic labor market is poorly developed. This is explained not so much by shortcomings of an organizational and legal nature, but by the lack of a unified approach to the information assessment of supply and demand. As a result, there is a discrepancy between the increase in the number of vacancies and the increase in the number of unemployed. In addition, the lack of a legislative framework for regulating the relationships between subjects often leads to imbalance in the unified labor market system. Today, there is a need for a legislative basis for the relationship between employers and Social Security bodies. Applications for available jobs are not always objective and complete. According to expert observations, it was found that only less than 46% of employers in the Irkutsk region constantly submit lists of vacancies for jobs. More than half of the vacancies in the region are filled by employers themselves. In this case, it can be argued that currently in the labor market there is the formation of officially and unofficially declared demand, which are neither structurally nor qualitatively interconnected. This is caused by a whole range of reasons, among which are the following:

Lack of a unified classification system for professions, specialties and positions;

Various approaches to determining professionally qualified characteristics of labor supply and demand;

Different methodologies, forms and content of existing classifications of professions.

When filling a vacant position, the employer solves the problem of choosing between an already hired employee and an outsider (that is, located on the internal labor market external to the enterprise). The following approach is traditional: if it is necessary to fill a vacant position, first there is a search for candidates to fill it within the enterprise. In the absence of an employee with the appropriate characteristics, the enterprise has two main options:

Carry out retraining and advanced training of any of the existing employees;

Bring in an outside worker.

This task becomes more difficult the more a vacancy occurs at a higher level. Schematically it looks like this (Fig. 2.2).

Figure 2.2 Interaction of internal and external labor markets

The squares show the different positions, and the dotted lines separate the levels. Vertical arrows reflect possible options for employee promotion. Horizontal arrows characterize the attraction of workers to various levels of the hierarchy from the outside, and the thickness of the line is proportional to the complexity of the supply of labor from outside to a particular level of the internal labor market. Recruiting highly qualified employees for positions of responsibility and specialists is a difficult task for enterprise management, since they influence a number of lower-level employees. Therefore, the higher the vacancy is filled by an outside applicant, the more complex and lengthy this process is. At the same time, when attracting employees to the highest levels, a situation often arises when an enterprise finds it difficult to find a suitable candidate, while when searching for people to perform less responsible job duties, it is often necessary to choose from a large number of applicants who satisfy all the formal criteria. As a rule, it is easy to find only jobs that do not require high qualifications (for example: salesperson). Highly qualified specialists often look for work in several areas (HR manager, development specialist, personnel training, labor inspector, economist, labor protection specialist, etc.) and are even forced to change their place of residence in search of work. And as a rule, low-skilled workers look for work closer than highly-skilled workers.

The internal labor market can interact with several markets, each of which has its own group of professions with varying qualifications (Fig. 2.3).

Figure 2. 3 Spatial structure of the external labor market

The regional market includes workers whose professional occupations allow them to be mobile between local markets (for example: installers of high-tech equipment). National and international labor markets include engineers (engaged in the maintenance of oil production equipment), specialists (working in the field of programming), scientists who have demonstrated high professional results, high-class managers, as well as representatives of rare specialties.

Clarifying the boundaries of the regional labor market is important for enterprise management because it makes it possible to identify important characteristics of competition for labor with other employers.

From the point of view of the management of an enterprise, the regional labor market represents its external environment, which has an impact on the personnel management of the enterprise. The following indicators can be used as the primary characteristics of such influence:

Economic activity of the population;

Unemployment rate;

Average actual prevailing salary level;

The state of the social guarantee system;

The degree of development of non-standard forms of employment.

The complexities of interaction between internal and external labor markets are reflected in the functioning of expanded internal labor markets.

The concept of expanded labor markets is based on the proposition that expanding the search scope and increasing the complexity of their selection require the implementation of a selective approach to attracting labor. This approach is implemented through the formation of an expanded internal labor market. It represents the unification of the internal labor market with independent institutions closely related to it on a non-market basis, which facilitate its interaction with other labor markets and adaptation to changes in the external environment. Such institutions are families (hiring relatives of company employees), professional associations (which recommend their members to fill vacancies). Naturally, each of these institutions can be associated with several internal labor markets.

Finally, the internal labor market of one enterprise may be located on the periphery of the expanded internal labor market of another (the flow of labor from one enterprise to another).

The expanded internal labor market can be represented as follows (Fig. 2.4)

Figure 2.4 Structure and interaction of expanded internal labor markets

The shaded pyramids reflect the hierarchy of the internal labor market. Each level of the internal labor market corresponds to a whole group of social institutions associated with it.

The transformation of the internal labor market into an expanded one overcomes their closed nature and helps to increase the degree of their sustainability.

Thus, studying the mechanisms of interaction between an enterprise and the external labor market is a complex task, especially in today’s complex Russian conditions. We have to take into account the fact that the internal labor markets themselves are experiencing the impact of the crisis, which significantly disrupts the mechanism of their functioning. Nevertheless, taking into account the state of the external labor market and organizing rational interaction with it is one of the foundations of effective personnel management.

Improving the regulatory mechanism market labor in the modern Russian economy. THEORETICAL ASPECTS MARKET LABOR Concept And essence market labor Market labor- this is a system...

Since the 70s. Western economists point to the formation of separate labor submarkets: internal, or primary, and external, or secondary, differing in job stability, wage levels, prospects for professional growth, and working conditions.

According to the criterion of environmental modeling, internal and external labor markets are distinguished.

The internal labor market is a system of social and labor relations limited within the framework of one enterprise, within which the pricing of labor and the placement of the latter are determined by administrative rules and procedures.

This market is determined by the presence and composition of workers at the enterprise, their movement within it, the reasons for the movement, the level of employment, the degree of use of equipment, the availability of free, newly created and liquidated jobs. When considering the processes of formation of labor at any level, it is also important to keep in mind that the position of the employee at it is determined by three conditions:

1. degree of readiness for work (training and retraining, instruction);

2. job search, supply of goods on the market - labor;

3. employment in the labor process at a specific workplace.

The domestic market includes “personnel” employees of the so-called core team, who are highly qualified, focused on the specifics of the enterprise, experienced, and highly productive. Entrepreneurs are interested in improving the skills and retaining these workers. The desire of entrepreneurs to retain the personnel included in the core team in the face of reduced production is largely due to the widespread prevalence of part-time employment in industries that use highly skilled professions.

Main features of the internal labor market:

· the wage rate of a number of workers does not depend (or almost does not depend) on the ratio of supply and demand for a similar type of labor on the foreign market;

· wages, as a rule, are higher the longer a person works in a company and the older he is;

· the company has a service (career) ladder and a promotion system based on the use of existing employees;

· formal and informal rules of behavior and intra-company traditions play a major role;

· The relationship between employer and employees is long-term and stable.

The external labor market is a system of social and labor relations between employers and employees on a national, regional, and industry scale. It involves the primary redistribution of workers according to areas of employment and their movement between enterprises. The external labor market is largely realized through staff turnover; it ensures the movement of workers from one enterprise to another and generates unemployment.

Unskilled or semi-skilled workers, as well as persons without experience, are associated with the external market. This submarket is characterized by various forms of temporary employment, part-time employment, as well as full-time employment, which is not stable. Only a part of workers and employees, after temporary and part-time employment and careful selection, has a chance to move from the foreign market to the domestic one.