Man, his creative and labor potential are the greatest social values. Due to the different "configuration" of personal qualities and professional skills, the achievements of people and their ability to benefit society are not the same. In order for the efforts of each employee to be rewarded at their dignity, potential employees and people with a stable workplace undergo a social assessment procedure.
The mechanism of personnel regulation involves the identification of talented and promising individuals in order to further develop what nature and their own ability to work have endowed them with. At the same time, people with less merit (more lazy, lack of initiative, unable to learn) do not remain outside the scope of labor efforts. The pressure of the team and the stimulation of the natural drive for self-improvement can improve the quality of the staff.
Identification, selection and promotion of worthy workers are signs of the adequacy of social assessment. It is not always sparing: only the best should be involved in production, science, management and culture, and the worst should be “cut off”, but with a proviso. It lies in the fact that, subject to work on oneself and elimination of gaps in knowledge, any “weeded out” carrier of the labor force can take his place among the workers.
Correct social assessment is the basis for economic development. Appointment of unsuitable people to leadership positions, together with ignoring the professional and personal growth of lower-level employees, is an unjustified oversight of those who build personnel policy, as well as an indicator of destructive tendencies in the system of social assessment. Insufficient competence of management personnel is more harmful to the economic health of an enterprise or government institution than minor shortcomings in the work of ordinary employees. Therefore, those who have professional, communicative, personal prerequisites for this should manage, and not those who are a burden to the responsibilities of a manager.
Social assessment of personnel has a motivating effect. For example, if schoolchildren are periodically given an assignment, but never check it, the children lose the desire to learn, since no one evaluates their efforts anyway. The same mechanism works in the workplace: there is a result of labor, but no assessment is bad; no result, but there is an assessment - too bad; there is a result and an assessment - exactly what an employee needs to feel needed in production or in the service sector.
If the mechanism “work - evaluate - reward or blame - positive change” is broken, anything that contributes to normal work will be in jeopardy. A close-knit team will turn into a disorganized crowd, the authority of the leader will be shaken, fragile motivation for work will be smashed to smithereens. An employee needs benchmarks, role models and a clear roadmap, that is, an algorithm of actions to perform duties. Lack of social appreciation deprives employees of what is vital for them to develop professionally. The results of the assessment affect the position of the employee in the team, the distribution of material remuneration according to the principle of social justice.
