STRATEGIC ASPECTS OF SOCIALLY RESPONSIBLE PERSONNEL MANAGEMENT MECHANISMS AS THE BASIS FOR FORMING SOCIAL CAPITAL IN COMMUNITIES

Abstract

The aim of the article is to substantiate strategic approaches to the implementation of socially responsible personnel management as one of the key factors in the formation and development of social capital in territorial communities. Within the framework of the set goal, the research tasks are defined: to analyze the essence and content of socially responsible personnel management, establish its connection with the formation of social capital, identify strategic mechanisms for the implementation of socially responsible HR practices at the local level and provide recommendations for increasing the effectiveness of their implementation in management practice. In the current conditions of decentralization, social instability and transformational changes in Ukrainian society, the role of communities as centers of sustainable development is growing. Effective human resource management within communities involves not only ensuring the functionality of local government bodies, but also implementing the principles of social responsibility. Socially responsible personnel management (SRPM) is becoming a key factor in the formation of social capital – a system of trust, interaction, cooperation between residents and institutions. The formation of such capital is a necessary condition for strengthening cohesion, increasing the effectiveness of management decisions and sustainable development of the community. In this regard, the study of strategic aspects of SRPM is of particular importance for science, management practice and regional development policy. Research methods. In the research process, a set of general scientific and special methods was used, which ensured the integrity and scientific validity of the results. In particular: the method of analysis and synthesis – to study scientific approaches to understanding the essence of socially responsible personnel management and social capital; a systemic approach – to study the relationships between the elements of socially responsible personnel management and community development factors; a comparative analysis method – to study domestic and foreign experience in implementing socially responsible HR practices; a structural-functional approach – to identify the functions and mechanisms of the influence of personnel management on the formation of social capital; elements of SWOT analysis – to assess the strengths and weaknesses of the implementation of HRM in communities; a method of expert assessments – to formulate practical recommendations taking into account the opinions of specialists in the field of HR, social management and local development. The use of these methods allowed us to form a strategic vision of the role of socially responsible personnel management in the process of developing social capital at the level of territorial communities. The practical value of the study lies in identifying strategic approaches to the implementation of socially responsible personnel management in communities as a tool for strengthening social capital. The results obtained can be used by representatives of local governments, heads of municipal enterprises and public organizations to develop personnel policies aimed at strengthening trust, increasing the effectiveness of teamwork, developing social partnership and activating the participation of residents in community life. The proposed recommendations can contribute to increasing the resilience of communities to social challenges, reducing conflict and creating a favorable social environment for sustainable development.