Social and psychological conditions for developing an organization’s competitiveness

Abstract

This study identifies the multi-level socio-psychological conditions that underpin the competitiveness of a high-tech organization. These conditions inform primary development strategies, including an algorithm for personnel policy development, methods for enhancing the social and psychological climate, and initiatives for shaping organizational culture, which collectively create opportunities to increase organizational competitiveness. The development of personnel policy primarily involves advancing both staff and the management apparatus, whose interaction generates a synergistic effect. Systematic training in professional educational institutions – advanced training courses and the development of related professions. Implementation of HR management, and in accordance with the reThe development of organizational culture is directed and guided by the company’s leadership. HR managers operationalize this by shaping the enterprise’s mission and values, selecting personnel, establishing codes of conduct, and implementing organizational symbols (e.g., logo, corporate style, slogan, anthem, etc.). It is also crucial to develop the internal processes of organizational culture through activities that establish traditions and promote non-material motivations. Values are instrumental in developing organizational culture that motivationally shapes employee work patterns and engagement. This climate is fostered through systematic measures that build trust in industrial interaction, encourage mutual support in the workplace, and instill a sense of responsibility for collective outcomes. Thus, an organization’s competitiveness depends on the development of a tripartite structure of its internal image: personnel policy, organizational culture, and social and psychological climate.