INTRA-ORGANIZATIONAL COMMUNICATIONS IN SERVICE SECTOR ENTITIES OF THE REGION THROUGH MANAGEMENT OF THEIR STAFF LOYALTY

Abstract

The generalized meaning of personnel management in service sector business entities in the regional complex is given through information exchange between employees as a result of intra-organizational communication. The concept of "personnel loyalty" as an integral part of corporate culture is clarified. The mandatory attributes of loyalty, the motives of employees in the process of loyal behavior towards their own enterprise are given. The problem of managing transformations at enterprises of the regional service sector complex due to the rejection of innovations in the minds of individual individuals in entrepreneurial activity is emphasized. It is proved that a system capable of ensuring high loyalty of personnel to the enterprise is a coherent corporate culture. Most scientists traditionally pay primary attention to issues of labor resources and labor potential of the regional economy. Any regional economy consists of various business entities, each of which has its own personnel management system. More precisely, the problem lies in the specifics of the management system at the micro level. But in the end, this is reflected in the efficiency of the entire regional complex, and in this case, the service sector in the region. Organizational communications are an integral part of influencing the development of the region through various mechanisms. The methodology of their use through management is disclosed in the direction of staff loyalty, as a potential opportunity to influence the economic efficiency of the enterprise through the consciousness of the latter. The relationship between regional financial growth, enterprises, and intra-organizational communications can change depending on the social, economic, and political situation in the country. Such changes dramatically alter strategic directions and opportunities for their implementation at the regional level and directly within the enterprise. The intangible nature of the services themselves is revealed, which leads to the consideration of personnel not as performers who replace or supplement technical devices, but as partners who, with their personal attitude, determine the quality of services in the region.