umjУниверситетское управление: практика и анализUniversity Management: Practice and Analysis1999-66401999-6659Federal State Autonomous Educational Institution of Higher Education «Ural Federal University named after the first President of Russia B.N.Yeltsin»; Non-Commercial Partnership “University Management: Practice and10.15826/umpa.2023.03.028umj-1701Research ArticleУПРАВЛЕНИЕ ПЕРСОНАЛОМ ВУЗАUNIVERSITY STAFF MANAGEMENTТрудовая вовлеченность работников высшего учебного заведения: на примере включенности в корпоративные проектыLabor Involvement of Employees of Higher Education Institutions: Based on Corporate ProjectsЕфимоваГ. З.EfimovaG. Z.

Ефимова Галина Зиновьевна – кандидат социологических наук, профессор кафедры общей и экономической социологии

625003, Тюмень, ул. Володарского, 6

Galina Z. Efimova – PhD (Sociology), Professor of the Department of General and Economic Sociology

6 Volodarskogo str., Tyumen, 625003

g.z.efimova@utmn.ruЛатышевА. С.LatyshevA. S.

Латышев Андрей Сергеевич – директор; Советник ректора

173003, Великий Новгород, ул. Большая Санкт-Петербургская, 41

Andrey S. Latyshev – Director; Advisor to the Rector

41 Bolshaya Sankt-Peterburgskaya str., Velikiy Novgorod, 173003

a.latyshev@21-school.ruТюменский государственный университетРоссияUniversity of TyumenRussian FederationКампус «Школа 21» в Великом Новгороде; Новгородский государственный университет им. Ярослава МудрогоРоссияCampus «School 21» in Veliky Novgorod; Yaroslav-the-Wise Novgorod State UniversityRussian Federation202314112023273131148Copyright © Ефимова Г.З., Латышев А.С., 20232023Ефимова Г.З., Латышев А.С.Efimova G.Z., Latyshev A.S.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://www.umj.ru/jour/article/view/1701

В статье рассматривается концепт «вовлеченности работников» в организационном управлении, представлены ключевые характеристики и детерминанты вовлеченности и меры управления трудовой вовлеченностью. Проанализирована связь трудового отчуждения и «выгорания» работников; отмечены преимущества высокой трудовой вовлеченности и риски низкой трудовой вовлеченности.Исследовательский фокус обращен на вовлеченность персонала в академической сфере. Если учитывать происходящие процессы модернизации и трансформации сектора высшего образования, в которые включены российские университеты, высокий уровень вовлеченности работников потенциально может помочь эффективно справляться с новыми вызовами.Проведен анализ теоретических концепций вовлеченности персонала в работу организации. Представлены результаты лонгитюдного социологического исследования, реализованного на основании авторского опросника. Проведено четыре волны мониторинга: январь 2018 г. (N=708), январь 2019 г. (N=840), февраль 2020 г. (N=522), февраль 2022 г. (N=552). Исследование направлено на изучение вовлеченности научно-педагогических сотрудников в деятельность и корпоративные проекты университета в сравнении с иными категориями работников. Определены типы трудовой вовлеченности работников и ключевые факторы, детерминирующие изменение уровня их вовлеченности в деятельность организации и реализацию отдельных корпоративных проектов.Выделены три типа трудовой вовлеченности работников: высокая (безоговорочная), средняя (лабильная) и низкая (избегающая). Наиболее высокая трудовая вовлеченность отмечена среди представителей высшего руководства и линейных руководителей.Изучение трудовой вовлеченности сотрудников имеет практическое значение для исследователей и специалистов в области управления человеческими ресурсами в организации. Статья представляет интерес для федеральных и региональных органов власти в сфере образования, руководителей учреждений высшего образования, управлений по работе с персоналом в университетах и для сотрудников вузов.

The article examines the concept of «employee involvement» in organizational management, presents the key characteristics and determinants of this involvement, shows how to manage labor involvement. The authors analyze the connection between labor alienation and employees’ «burnout», the advantages of high and the risks of low labor involvement.The research focuses on the involvement of staff in the academic field. Given the ongoing processes of modernization and transformation of the higher education sector, which also cover Russian universities, a high level of employees’ engagement can potentially help to effectively cope with new challenges.We analyze theoretical concepts of personnel involvement in the work of the organization and present the results of a longitudinal sociological study based on our questionnaire. Four monitoring waves were carried out: in 2018 (N=708), in 2019 (N=840), in 2020 (N=522), and in 2022 (N=552). The research is aimed at studying the involvement of scientific and pedagogical staff in the activities and corporate projects of the university (in comparison with other categories of employees). There are found out the types of employee involvement and the key factors determining the change in the level of their involvement in the activities of the organization and in the implementation of individual corporate projects. We have identified three types of employee involvement: high (unconditional), medium (labile) and low (avoidant) involvement. The highest labor involvement is noted among senior staff and line managers.The study of employee involvement is of practical importance for researchers and practitioners in the sphere of human resource management. The article might be of interest for federal and regional authorities in the field of education, for heads of higher education institutions, for university human resource departments, and for university staffin general.

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The authors declare that there are no conflicts of interest present.