Оценка производительности труда на предприятиях в России и Италии Аннотация. Статья посвящена сопоставлению показателей производительности труда на примере российского и итальянского предприятий, схожих по производимой продукции. Методологическая база исследования представлена положениями теории научной организации труда в части факторов, влияющих на повышение эффективности использования персонала. В работе сделана попытка объединить российский подход к измерению производительности труда через показатели выработки и трудоемкости и зарубежные подходы, акцентирующие эффективность использования всех ресурсов организации. Основным методом исследования является сопоставительный анализ условий труда и показателей производительности труда. Изучаемые объекты выбраны с учетом их соответствия по показателям, производимой продукции, конъюнктуре рынков, на которых она представлена. Установлено, что производительность труда ниже на российском предприятии, определены резервы улучшения данного показателя. Причинами отставания российского предприятия по производительности труда авторы считают низкий уровень технологических, управленческих компетенций, автоматизации производства, недостаточное использование возможностей аутсорсинга непрофильных направлений деятельности, специфику природно-климатических условий. По результатам проведенного исследования сформулированы рекомендации для российского предприятия, которые при условии универсализации подходов к оценке производительности труда, в перспективе позволят более эффективно использовать резервы ее повышения. Ключевые слова: производительность труда; методы оценки производительности труда; научная организация труда; сопоставительный анализ.

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The economy of our country and the enterprises that make up its basis are characterized by low indicators of labor productivity. One of the ways to eliminate this problem is the widespread digitalization of processes, which allows for total fixation of all operations, optimization of processes through deep analytics, automation of basic operations, operational restructuring of the strategy for changes predicted by big data analysis systems. For a number of reasons, the processes of digitalization of production, labor relations, financial and other operations are constrained, which does not allow obtaining the necessary effect from the implementation of expensive digital transformation projects. The world of work is one of the areas of promising changes, it is in it, according to experts, that the maximum effect from the digitalization of processes and functions can be manifested, for example: personnel assessment and development, remuneration, fixation of all labor transactions. Through the analysis of constraining factors, as well as an assessment of lost profits, recommendations were formed in the work for the development of directions for the digitalization of production processes at Russian industrial enterprises.

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Purpose: of the study is to present and study the results of the implementation of the methodology for improving organizational efficiency, which was tested at an industrial enterprise in the Sverdlovsk region.Methods: traditional general scientific methods were used in the study: analysis, synthesis, generalization, literature review, case study analysis on the materials of an industrial enterprise, in the practice of which the use of methods for improving organizational efficiency was introduced.Results: improving the organizational efficiency and labor productivity of industrial enterprises is an important direction in the development of the economy and production since these companies make a significant contribution to the welfare of the country and the quality of life of the population. Some domestic companies are developing and implementing tools to improve organizational efficiency, and it is important to understand what results the business achieves after implementing such changes. Such a tool can be the author's methodology for improving organizational efficiency. Approbation of the methodology showed that as a result of its use at an industrial enterprise for a production volume of 500 thousand tons, an organizational effect was obtained in the form of the release of 718 staff positions at the initial values of 5 463 staff positions, which amounted to 13.14%. According to calculations, within 12 months from the start of the implementation of the initiatives, 132.6 million rubles, or 30.9% of the target economic effect, will be received. Additional investments of 94 million rubles can bring 13% of the identified potential, or 93 staff positions with the effect of 56.9 million rubles.Conclusions and Relevance: the approbation of the methodology for improving organizational efficiency showed that it can be implemented at industrial enterprises of the country, taking into account adaptation to different industries and the specifics of the company's activities. The application of the methodology can provide companies with an increase in the economic effect by 10-15%. However, for full implementation and scaling, comprehensive work should be carried out to train personnel, optimize processes, and introduce methods to improve organizational efficiency in the daily practice of employees.