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Abstract:The article presents the results of a sociological study of seven Kazakh organizations to identify their models of human resource management. Using the methodological basis of the paradigm of personnel management and human resources management in the form of criterion differences between them, the author conducts a case study, testing the hypothesis of differences between organizations of different ownership forms and types of management. Human resource management model characteristics such as “rigid/flexible“, “high efficiency/high commitment“, “best fit/best practices“ are also tested. The results of the comparative evaluation allow us to conclude that the quasi-public corporations sector is dominated by a model of personnel management and a rigid vertical hierarchy, with the introduction of elements of horizontal management mainly in the dissemination of knowledge within the Corporation. The emphasis in the model are regular and systematic methods of training workers, which are tools of the ligaments of corporate strategy and strategy of personnel management. At the other end are non-profit organizations, based on commitment and horizontal management schemes, but experiencing a constant lack of resources and difficulties in updating staff. But in general, they are closer to the human resource management model and more often use the best matching tools.
Keywords:human resource management, management model, personnel management, system of employee activation
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