Instituto de Estudios Políticos y Derecho Público "Dr. Humberto J. La Roche"
de la Facultad de Ciencias Jurídicas y Políticas de la Universidad del Zulia
Maracaibo, Venezuela
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Vol.41 N° 78
Julio
Septiembre
2023
Recibido el 19/03/23 Aceptado el 15/05/23
ISSN 0798- 1406 ~ De pó si to le gal pp 198502ZU132
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Vol. 41, Nº 78 (2023), 493-503
IEPDP-Facultad de Ciencias Jurídicas y Políticas - LUZ
Formation of a security environment
for personnel management of
socio-economic systems before and
during the war: Legal aspect
DOI: https://doi.org/10.46398/cuestpol.4178.34
Stepan Melnyk *
Odarka Chabaniuk **
Zoryana Ravlinko ***
Nina Petrukha ****
Iryna Bodnariuk *****
Abstract
The aim of the research was to examine the legal aspects of
formation of a security environment for personnel management
of socio-economic systems, before and during the war in Ukraine.
The following methods were used to support the set objective:
induction and deduction, comparison and systematization. Military
actions on the territory of Ukraine create a valuable information base for
considering changes in personnel management through further external
inuences, in particular, in terms of transformation of the labor market due
to the strengthening of labor migration processes, because after February
24, 2022 there is a signicant number of refugees and internally displaced
persons. The processed information allows to conclude that, the nature
of certain threats in January 2022 and January 2023, together with the
formation of a holistic view of the sources of occurrence and intensication
of the impact of each threat based on the generalization of analytical
materials, allowed to form the basis for making changes to personnel
management, to maintain the viability of enterprises despite the materiality
of legal changes in the labor market in the framework of the war.
Keywords: security environment; personnel management; legal aspects;
socio-economic systems; war in Ukraine.
* Lviv State University of Internal Aairs, Lviv, Ukraine. ORCID ID: https://orcid.org/0000-0003-
3782-5973
** Department of Accounting, Control, Analysis and Taxation, Lviv University of Trade and Economics,
Lviv, Ukraine. ORCID ID: https://orcid.org/0000-0003-0884-3515
*** Head of the Legal Department of "Troyanda Zahid" LLC, Ukraine. ORCID ID: https://orcid.org/0000-
0001-8380-6912
**** Kyiv National University of Construction and Architecture, Ukraine. ORCID ID: https://orcid.
org/0000-0002-3805-2215
***** Rivne Technical Vocational College of National University of Water and Environmental Engineering,
Rivne, Ukraine. ORCID ID: https://orcid.org/0000-0003-3621-4193
494
Stepan Melnyk, Odarka Chabaniuk, Zoryana Ravlinko, Nina Petrukha y Iryna Bodnariuk
Formation of a security environment for personnel management of socio-economic systems
before and during the war: Legal aspect
Formación de un entorno de seguridad para la gestión
del personal de los sistemas socioeconómicos antes y
durante la guerra: Aspecto legal
Resumen
El objetivo de la investigación fue examinar los aspectos legales de
formación de un entorno de seguridad para la gestión del personal de los
sistemas socioeconómicos, antes y durante la guerra en Ucrania. Como
soporte del objetivo plateado se emplearon los siguientes métodos: inducción
y deducción, comparación y sistematización. Las acciones militares en el
territorio de Ucrania crean una base de información valiosa para considerar
cambios en la gestión del personal a través de mayores inuencias externas,
en particular, en términos de transformación del mercado laboral debido
al fortalecimiento de los procesos de migración laboral, porque despues
el 24 de febrero de 2022 hay un número signicativo de refugiados y
desplazados internos. La información procesada permite concluir que, la
naturaleza de ciertas amenazas en enero de 2022 y enero de 2023, junto
a la formación de una visión holística de las fuentes de ocurrencia y la
intensicación del impacto de cada amenaza basada en la generalización
de materiales analíticos, permitió formar la base para realizar cambios a la
gestión de personal, para mantener la viabilidad de las empresas a pesar de
la materialidad de los cambios legales en el mercado laboral en el marco de
la guerra.
Palabras clave: entorno de seguridad; gestión de personal; aspectos
legales; sistemas socioeconómicos; Guerra en Ucrania.
Introduction
The high dynamism of economic processes entails the transformation
of the activities of each enterprise, which is directly manifested in a change
in emphasis in personnel management as the most valuable resource,
the qualitative parameters of which determine not only the possibility of
achieving the set tactical and strategic goals, a competitive position in the
market, but also trends in the existence and development.
At the same time, we are not talking about a labor force that is endowed
with certain professional skills and is passive in performing certain tasks.
For modern socio-economic systems, only highly qualied employees are
valuable who are ready to pay signicant attention to the development
of their personal human capital, show creative thinking, are able to solve
previously non-existent problems, and are able to actively participate
in the development and adoption of managerial decisions not only of an
operational, but also of a strategic nature.
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CUESTIONES POLÍTICAS
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The above fully corresponds to the nature of the changes caused by
the direction towards the development of Industry 4.0, when there is a
decrease in the need for physical unskilled labor, but there is a growing
demand for intellectual and involving the use of information technologies
for deep interaction with machines within the limits of increasing the pace
of robotization. and automation.
Along with an attempt to attract and create favorable legal and security
conditions for creative work, the fact that the labor force is not only the
most valuable resource, but also the main source of threats to the economic
and legal security of the socio-economic system remains out of focus.
Technological advancement has not contributed to the reduction of such
threats, but has provoked a modication of their content, an example of
which may be an increase in losses due to the disclosure of trade secrets and
the damage from the release of workers who are carriers of human capital,
the development of which the employer has contributed to (Ashenden,
2008; Kormych et al., 2020).
The active phase of hostilities that began on February 24, 2022 on the
territory of Ukraine is quite an interesting moment to track the changing
security aspects in relation to personnel management in the face of a sharp
increase in external threats that directly aect the labor market due to a
signicant number of refugees and internally displaced persons. After
COVID-19, the improvement of personnel management should be carried
out based on the possible consequences of a military confrontation not only
in Ukraine, but also in other countries based on the experience gained.
1. Materials and methods
The issues of adapting personnel management of socio-economic
systems in conict situations, in particular external large-scale and
prolonged aggression using means of destruction and destruction of
civilian infrastructure, have been little studied, but it is necessary given
the increased instability in human development under the pressure of
irreversible changes in the natural environment, population and reduction
of natural resources necessary for the continuation of the existence of
mankind (Mishra, 2021; Sopilnyk, 2020; Zhavoronkova, 2016).
To determine the aspects of security with the further development of
management technology, the following methods were applied: induction
and deduction, comparison and systematization - to characterize the
modern understanding of the essence of personnel management; synthesis
and analysis - to identify key threats related to the management of socio-
economic systems; morphological analysis - to clarify the directions in
personnel management regarding the main stages of interaction between an
496
Stepan Melnyk, Odarka Chabaniuk, Zoryana Ravlinko, Nina Petrukha y Iryna Bodnariuk
Formation of a security environment for personnel management of socio-economic systems
before and during the war: Legal aspect
employee and socio-economic systems; graphic - for clarity of presentation
of the results of the study; abstract-logical - for the formation of theoretical
generalizations and conclusions of the study.
2. Literature review
Technological advancement, manifested in the strengthening of trends
and acceleration of robotization, automation and the more active use of
articial intelligence, did not overshadow, but provided a new impetus
for theoretical research in the eld of personnel management. The labor
force has been and remains a key tool for ensuring the competitiveness and
development of every socio-economic system.
Not the quantity of standardized products produced, but the ability to
meet individual demand, which requires creativity and creative approach,
becomes the basis for the competitive position of socio-economic systems
in a geographically unlimited market. Therefore, there is a growing need to
improve the eciency of personnel management, taking into account all the
requirements, the key of which were and remain those related to business
security (Diorditsa, 2021; Shevchuk and Mentuh, 2020; Adil, 2020).
Today’s understanding of personnel management is based on certain
points cited with some clarication, including: 1) process; 2) activities; 3)
systems (a set of actions). In accordance with the rst approach, we are
talking about constant changes in the interaction of socio-economic systems
and the employee, contributing to the achievement of goals (Topolewski,
2020; Kopetyuk, 2013; Podobnij, 2015).
As scientists note, management is characterized by a number of
specic moments, one of which is the object of management itself, that
is, the applicant for the workplace and the employee. The complexity of
management is determined by the very nature of a person as a living being,
whose behavior in each situation is unpredictable, and personal interests
act as an impetus for action or inaction. In such conditions, personnel
management should be exible and involve the constant formation of a
holistic picture of the changes that take place both in the socio-economic
system itself and in the labor marke (Waolowkski, 2022).
3. Research Results and Discussions
It can be argued that, taken together, all three approaches create the
necessary basis for understanding personnel management and we have
used them to detail the socio-economic systems focused on the manufacture
of competitive high-tech industrial products (Fig. 1).
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CUESTIONES POLÍTICAS
Vol. 41 Nº 78 (2023): 493-503
Figure 1. Subsystems corresponding to the main stages of interaction between
socio-economic systems and an employee. Source: Authors.
In a graphical form, we both detailed the main priorities of personnel
management that are relevant in the conditions of the formation of
Industry 4.0, and supplemented with several important points that
lead to the consideration of security aspects. The conditional division of
workers into several groups according to their activity in the development
and production of high-tech industrial products is substantiated. Such a
division may include the following groups:
• employees («valuable»), endowed with professional and intellectual
competencies, able to generate new ideas, creative in solving
problems, aimed at self-improvement, interested in career growth,
etc.;
• workers («useful»), characterized by activity, high labor productivity,
the ability to acquire new skills;
• the passive part of the personnel (“necessary”), focused on the
fulllment of the tasks set for receiving material rewards.
Such a conditional division is aimed at dierentiation in the application
of personnel management methods, and, consequently, a more rational use
of resources in achieving the goals. It is expedient to apply the maximum
stimulation (moral and material) to the rst group of workers (“valuable”),
498
Stepan Melnyk, Odarka Chabaniuk, Zoryana Ravlinko, Nina Petrukha y Iryna Bodnariuk
Formation of a security environment for personnel management of socio-economic systems
before and during the war: Legal aspect
who actually play the role of a locomotive. The second group (“useful”)
imitates the actions of the leaders, while the third group is passive and in its
actions is guided only by the possibility of satisfying its own interests. Such
a classication also contributes to the consideration of security aspects,
when each employee not only benets, but can also be a source of threats,
and therefore cause losses and damage by their actions or inaction.
To clarify this important point, in January 2022, a survey was conducted
among employees of 50 industrial socio-economic systems (the number
of employees is from 50 to 200 people), who operate in dierent cities of
Ukraine. The total number of people interviewed was 260, since within
each socio-economic system responses were received from dierent groups
of workers, including managers at all levels of management. The result of
the survey was the identication of those threats that arise in the eld of
personnel management (in % of the total number of respondents):
• losses due to fraud and abuse of oce (54%);
• lack of personnel reserve (31%);
• the absence or low eciency of the personnel certication system
(28%);
• imperfection of the employee development program (32%);
• low eectiveness of the career development system (30%);
• high level of sta turnover (35%);
• gender incompatibility and inequality in the team (24%);
• low level of qualication of workers (48%);
• insucient level of labor motivation (73%).
Among labor migrants, the majority were men under 40 who had a
secondary technical or higher technical education. The main motive was a
signicant dierence in wages in Ukraine and other EU countries. The basic
model of labor migration involved leaving for short periods of time, that
is, seasons, to perform specic work under prearranged conditions with a
foreign employer. A labor migrant spent three to four months outside the
country, returned to Ukraine for one to two months, and then left to do
other work.
During the year, up to ve cycles occurred, which made it possible to
receive a higher average annual income than in Ukraine and at the same
time maintain contact with family members. The massive nature of such a
process changed the Ukrainian labor market in terms of the limited supply
of skilled labor for men at the most active age for work, which hampered
industrial production not only within a separate socio-economic system,
but in the country as a whole.
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A negative consequence of labor migration was also its transformation
into emigration. In 2021, Ukraine lost a record number of its population
due to migration abroad, when 600,000 people left and did not return.
He had the fact of family reunication by introducing their children and
other family members, that is, younger and able-bodied persons, to labor
migrants, which increased pressure on the domestic labor market in
Ukraine due to a decrease in supply.
Along with labor migration, the labor market is also negatively aected
by the decrease in the population of Ukraine. The largest number of
Ukrainians was recorded on January 1, 1993 in Ukraine, when there were
52.2 million people, but over the next thirty years there was a decrease by
16.8 million, that is, by 32.2%. Economic instability, social and political
tension, the military aggression of the Russian Federation, which began in
2014, led to a demographic crisis, in particular, in 2021 the birth rate was
7.5 per 1,000 people, when the death rate, respectively, was xed at 14 ,8.
Summarizing, it can be argued that until February 24, 2022, the primary
source of most threats was a combination of demographic changes in the
external environment and the inability to respond to their impact within
each socio-economic system. The availability of the opportunity to travel
outside the country for work, the level of payment for which is 7-10 times
higher, with a decrease in the population, and, accordingly, in the supply
of labor, created the prerequisites for the existence of a labor market
dominated by the interests of employees.
Employers, who for the most part were focused on the production of
products and the provision of services in the domestic market, were not
able to signicantly raise the level of wages, that is, to compete for highly
qualied and young workers with foreign companies. Under such conditions,
the majority of participants in the domestic market were: inexperienced
beginners who acquired the necessary skills with subsequent consideration
of the possibility of leaving the country; older persons who had certain
physical limitations or family circumstances that prevented them from
participating in labor migration. The above is not only a statement of
fact, but rather the basis for understanding the conditions of personnel
management, which needed maximum exibility in countering threats, the
sources of which were the external environment.
We propose to single out such subsystems within the framework of
personnel management that correspond to the main stages of interaction
between socio-economic systems and an employee (Fig. 2).
500
Stepan Melnyk, Odarka Chabaniuk, Zoryana Ravlinko, Nina Petrukha y Iryna Bodnariuk
Formation of a security environment for personnel management of socio-economic systems
before and during the war: Legal aspect
Figure 2. Subsystems corresponding to the main stages of interaction between
socio-economic systems and an employee. Source: Authors.
It should be emphasized that such structuring allows considering possible
threats at a higher level, that is, at the highest level of detail. We took as a
basis the threats that took place before the active phase of hostilities, and
were also updated after February 24, 2022. In addition, we identied those
that occur in individual cases, that is, of a less massive nature, but before
the elimination of which you need to be prepared in the conditions of each
socio-economic system.
Accordingly, in the future, as a technology within each subsystem, we
present a list of possible threats to specify areas in personnel management,
which allows them to be neutralized. In addition, within the limits of each
subsystem, certain measures should lie, the implementation of which
should ensure dierentiation with respect to individual groups of personnel
(“valuable”, “useful”, “necessary”), as noted above.
Engagement of sta. Threats: selection of applicants and selection;
shortage of qualied personnel; lack of a personnel reserve Directions
of personnel management: changes in personnel policy, changes in the
personnel management strategy, adjustment of personnel planning taking
into account security aspects; development of a comprehensive system for
checking candidates for jobs; analysis of personnel needs of socio-economic
systems and monitoring of the regional labor market.
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CUESTIONES POLÍTICAS
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Personel assessment. Threats: appointing candidates who do not meet
the qualications; lack of incentives for self-improvement and maintaining
the required qualication level. Directions of personnel management:
development and improvement of the personnel assessment system
(knowledge, skills, mastery); personnel loyalty analysis; periodic review of
the set of competencies for the displacement of positions.
Sta development. Threats: low level of qualication of workers;
inecient system of personnel training and development; decrease in
labor and creative activity; inhibition of innovative processes. Directions
of personnel management: organization of training and advanced training
of personnel; development of a system of incentives for self-improvement;
organization of a system of service and professional promotion of employees.
Placement and motivation of sta. Threats: decrease in loyalty; workers’
dissatisfaction with the level of wages; decrease in labor productivity;
negligent attitude to the performance of ocial duties; lowering the level of
organizational culture. Directions of personnel management: improvement
of the personnel motivation system through the development of material
and moral incentives; development of social protection of workers.
Personnel control. Threats: nancial loss due to fraud and malpractice;
loss of human resources; the spread of the negative impact of employees
belonging to the risk group; lowering labor discipline and internal control;
the emergence and aggravation of conicts between employees. Directions
of personnel management: management of industrial conicts; socio-
psychological diagnostics; detection of facts of fraud, theft, abuse of ocial
position.
Release of sta. Threats: disclosure of trade secrets; loss of links between
generations; loss of heredity transfer of knowledge; non-replacement of
posts. Directions of personnel management: development of technology
for the dismissal of employees; reduction of risks of loss of condential
information.
Despite signicant changes in the labor market before and after
February 24, 2022, personnel management should be focused both on
creating favorable conditions for the eective use and development of
personnel, in particular those persons who belong to the “valuable” and
“useful” groups, as well as opposition threats arising from the actions or
passivity of individual workers.
Conclusions
The military actions in Ukraine provide the necessary analytical basis
for tracking changes in the labor market with further improvement in
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Stepan Melnyk, Odarka Chabaniuk, Zoryana Ravlinko, Nina Petrukha y Iryna Bodnariuk
Formation of a security environment for personnel management of socio-economic systems
before and during the war: Legal aspect
personnel management. Until February 24, 2022, the Ukrainian labor
market was characterized by the dominance of the positions of the labor
force due to the demographic crisis and active labor migration to the EU
countries, where the level of wages was 7-10 times higher when performing
work of a similar complexity.
The hostilities provoked a signicant number of refugees and internally
displaced persons with a sharp increase in unemployment, but also a
shortage of highly skilled labor for industrial socio-economic systems.
These two stages are partially characterized by similar threats, which
requires a revision of the foundations of personnel management based on
the developed technology, which is based on the classication of employees
into groups (“valuable”, “useful”, “necessary”) and the allocation of the main
subsystems (“attraction of personnel”, “Personnel assessment”, “Personnel
development”, “Sta placement and motivation”, “Personnel control” and
“Personnel release”). Integrity in understanding the processes associated
with the emergence and impact of key threats contributes to the maximum
exibility of personnel management with the subsequent maintenance of
competitive advantages due to this.
The consequences of the hostilities in Ukraine were also reected in
the changes in the labor market in the EU countries due to the inux of
a signicant number of refugees and the return of men in the opposite
direction in accordance with the mobilization program for the defense of
their country. Therefore, the results obtained regarding the list of threats to
the Ukrainian industrial socio-economic systems can be used to adjust the
personnel management policy of employers in the EU countries.
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Esta revista fue editada en formato digital y publicada
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Vol.41 Nº 78
