TRANSFORMATION OF THE HUMAN RESOURCE MANAGEMENT SYSTEM UNDER THE INFLUENCE OF DIFFERENT GENERATIONS

Abstract

Introduction. In today's dynamic environment, where globalization, digitalization and socio-cultural changes are shaping a new reality for business, the human resources management system is undergoing significant transformations. The emergence of representatives of different generations on the labor market with their values, approaches to work and expectations from the employer is one of the main factors influencing these changes. Traditional methods of human resources management, based on combined approaches to all employees, lose their effectiveness, as they do not take into account differences in behavior, priorities and communication styles of representatives of different age groups. Accordingly, companies must adapt their approaches to human resources management in order to ensure effective communication, motivation, development and retention of personnel.

Objective. The study is aimed at determining the specifics of the influence of different generations on the personnel management system, identifying and outlining the main differences in values, motivational relationships and professional behavior of employees.

Methods. The work uses empirical research methods, in particular questionnaires, to identify information about the expectations, needs and level of satisfaction of representatives of different generations; comparative methods - to compare value orientations, work styles, expectations and motivational factors of representatives of different generations, which made it possible to establish differences that directly affect the adoption of managerial decisions in the field of personnel management; methods of a systemic approach - to consider personnel management as a holistic system, which will allow taking into account the interaction between generations and its impact on corporate culture.

Results. The study confirmed the relevance of transforming the personnel management system in connection with the presence of different generations in modern work teams. Differences in values, motivational attitudes, work attitudes, and communication styles of employees of generations X, Y, and Z were identified, which require not only the adaptation of existing HR practices, but also the development of new, more flexible, and personalized management models. Respondents included in the sociological survey identified the main differences in values, motives, and worldviews of different generations; identified the causes of conflicts and misunderstandings among employees of generations X, Y, and Z; indicated the most effective methods of motivation and measures to overcome multi-age conflicts in agro-industrial enterprises, identified priorities in training and development, and emphasized the importance of teamwork and corporate culture.

Prospects. Further research should be aimed at developing flexible, inclusive and effective HR management models that will ensure effective interaction and development of personnel in a multigenerational work environment. Particular attention should be paid to studying the transformation of HR practices, taking into account not only age, but also cultural characteristics that affect work motivation and interaction between generations.

Keywords: work-life balance, decent pay, flexible work schedules, inclusive workplace, multi-age team, employment, career growth, communications, competencies, conflicts, staff motivation, staff training, generation, labor productivity, mental well-being, labor market, workplace, staff development, HR technologies, team building, generational values, team management, personnel management.

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