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The presented study examines and undertakes to overcome contradictions in modern enterprise management systems, providing a deeper insight into the new knowledge, skills, and role of an individual in business activities.Aim. The study aims to determine a range of problem situations in the people-oriented management of enterprises and organizations at the stages of building knowledge about the profession and accentuating knowledge, skills, and abilities relevant to the intended professionalization, and the resource potential of employees within the existing economic and organizational framework of personnel management.Tasks. The authors conduct comparative studies with allowance for the spatial and temporal transformations in the use of tools for improving the efficiency and quality of the operation of Russian enterprises, and make comparisons with data on the operation of modern foreign corporations, determining the dynamics, new value orientations, and motivation among the personnel.Methods. The theoretical and methodological basis of this study includes works of Russian and foreign scientists on improving the operation of enterprises and organizations through the principles of people-oriented management of educational potential, professionalization and motivation of employees, and interviews of different age and professional groups of employees.Results. The authors determine the primary causes of the low level of professionalization among young people within the system of disseminating family relations, spontaneous choice of profession by university students, inconsistency between new knowledge generated during education and its actual use in the operation of enterprises and organizations, lack of consideration among the management for the social expectations of employees and their ideas on improving the quality of life, inadequacy of employee motivation measures to the task of improving the efficiency and quality of work. The study also formulates directions for overcoming modern inconsistencies in the people-oriented activity of enterprises and organizations as well as systemic motivation mechanisms for different employee groups.Conclusions. Definition of the range of problem situations in the people-oriented management of enterprises and organizations combined with theoretical and empirical analysis of professionalization and employee motivation makes it possible not only to determine the scope of contradictions in the emerging social and labor relations, but also to develop a program of actions to resolve them.

The presented study provides a theoretical interpretation of organizational processes associated with the collective activity of employees of enterprises and organizations during social, industrial, and economic transformations and substantiates measures to facilitate social action based on self-understanding and self-development. Aim . The study aims to determine the range of recurring and new challenges that limit the active engagement of employees in economic and social development and to substantiate directions for the development of social relations that form the socio-professional personality construct, which is creative at its core. Tasks . The authors use theoretical generalizations and determine cause-and-effect relationships in the activation of the collective activity of employees in solving socially important problems; advance arguments for the range of social actions that help employees establish an object-active stance on the transformation of social, industrial, and economic relations through self-understanding and self-development. Methods . The theoretical and methodological basis of the study draws on works of Russian and foreign scientists on the formation of social relations, development of the collective activity of employees in solving socially important problems, and formation of humanistic, social, and ethical principles of self-understanding and self-development. Results . This study identifies the restrictions and major directions of the development of collective activity in the system of social, industrial, and economic relations forming at modern enterprises and organizations and create conditions for the value-oriented activity of various professional, qualification, and status groups of employees. Conclusions . Determining the range of problem situations, object-active directions, and values of employees in the context of facilitating their engagement in collective activity associated with solving socially important problems makes it possible to implement measures aimed at shaping new economic thinking, modeling joint social actions, creating conditions for mutual trust between various professional and qualification groups of employees.

Mainstreaming of the issue of resources in the implementation of enterprise development strategies makes it necessary to determine the extent of its impact on the efficiency and quality of labor, with a focus on the formation and use of a whole range of social resources. The presented study is based on a decade of comparative research that covers 19 industrial enterprises across Saint Petersburg to examine the effects of resources on the efficiency of an enterprise in pursuaing its strategic objectives.Aim. The study aims to substantiate the way resources increase performance and improve the efficiency of development strategy implementation in indusitral enterprises.Tasks. The authors perform a theoretical and empirical analysis of the problem of using the social resources of industrial enterprises, analyze risks of insufficient management support in a market economy, and develop a set of measures aimed at optimizing the use of internal resources to increase the performance of industrial enterprises.Methods. The theoretical and methodological basis of the study includes the interview method, expert assessment, content analysis, and findings of foreign and Russian scientists in the field of social and labor relations, development of labor potential, improvement of the enterprise management system, formation of behavioral practices among employees to improve labor efficiency.Results. This study provides a practical assessment of social resources at industrial enterprises in terms of the social expectations of employees, the level of trust between individuals and groups, commitment to the goals and values of the enterprise, opportunities for creative and professional fulfilment, perception of the fairness of compensation, social and psychological climate, etc. It is established that disregard for the resource component leads to social and psychological division, divergence of values, spiritual and moral positions, employee performance benchmarks, and impaired productivity in general. The study substantiates the importance of coordinated goals for each functional unit; procedures for continuous collection and analysis of enterprise performance data; development ofprofessional knowledge, skills, abilities, and experience; the need to identify, assess, and provide managerial support for the socially important qualities of employees.Conclusions. The obtained empirical data make it possible to develop a set of measures for industrial enterprises to identify, assess, and provide managerial support for the socially important qualities of employees, and to optimize the use of internal reserves that are the most significant resource for the enterprise development strategy.