Yu. Kormyshkin, V. Umanska. Effective tools for personnel management in local governments

UDC 352.08


Yu.  Kormyshkin

VV Umanska

Mykolaiv National Agrarian University


Management is the basis for the effective functioning of any organization, including local governments. Achieving high results of local government is impossible without the introduction of innovative approaches to personnel management processes.

The literature emphasizes the key role that the workforce plays in the activities of companies. However, although this topic has been widely studied in the private sector, little research has focused on public administration, especially in local governments. To fill this gap, this study addresses a number of theoretical plan issues and practical recommendations for effective human resource management tools in local governments.

The main task of HR-managers is to build a personnel management system, which allows the greatest implementation of creative initiatives of employees at all levels of the hierarchy. The first stage in the HR cycle is search and recruitment. An important stage of recruitment is the search for candidates. In order to expand the possibility of attracting more qualified staff and promote the vacancy, it is necessary to pay attention to additional vacancies.

It was investigated that newly appointed employees, as a rule, lack practical experience in local governments, which leads to a decrease in productivity and quality of performance of tasks set by the community. We believe that it is possible to solve this problem by carrying out high-quality and systematic adaptation of employees. The most popular form of adaptation of employees today is the method of mentoring. The modern use of this method is the use of badding.

One of the most important tasks of improving personnel management is to ensure staff development. We believe that it is appropriate to increase the professional qualification level of employees by forming systems of continuous corporate training. Among modern methods of staff development of local governments we have singled out – E-learning. The use of E-learning is possible with the help of an educational platform – Knowledge Management. Thus, the proposed tools allow local governments to increase the efficiency of human resource management, which will contribute to the economic growth of the local community as a whole.

Key words: personnel, personnel management, local self-government bodies, territorial communities



1. Alao, D. O., Ajike, C. A. Ibrahim, M. N. (2016). Environmental factors and Local Government administration in Nigeria: A study of Ede North and Ede South Local Government, Osun State, Nigeria, 1999-2014. Kuwait Chapter of Ariabian Journal of Business and Management Review. 5 (7). рр.28 – 42 [in English].
2. Human Resource Management in local government. The administrative districts from Lower Saxony in Germany. Academic Paper. 2020. Р.111, Grade: 1,0 [in English].
3. Justo Herrera, Daniel M. Miller. An Emergent Taxonomy of Public Personnel Management: Exploring the Task Environment of Human Resource Managers in Spanish Local Government. Public Personnel Management, 47(4), рр.445-471 [in English].
4. Klingner, D. E., Nalbandian, J., Llorens, J. (2010). Public personnel management: Contexts and strategies (6th ed.). New York : Longman. 2010. Р.372 [in English].
5. SERRANO, J., BARBA, M.I. (2011): La gestión de recursos en las corporaciones locales, Cuadernos de Gestión, fecha publicación online. DOI: 10.5295/cdg.100233ml
6. Vincent, C., Stephen, C. (2015). Local Government capacity building and development: Lessons, challenges and opportunities. Journal of Political Science and Public Affairs 3(1) 1-5 [in English].
7. Wilson, G. (2015). The causes, effects and management of industrial conflict in Local Governments of Delta State, 2008-2014. International Journal of Research in Arts and Social Sciences. 8(2) 44 -55 [in English].
8. Wilson, (2019). Environmental Factors and Human Resource Management in Local Government Administration in Nigeria. UJAH Volume 20/2, рр. 130-148 http://dx.doi./org/10.4314/ujah.v20i2.7 [in English].
9. Gavkalova, N., Mosumova, A. (2016). Personnel management in public organizations: features and problems. Efektyvna ekonomika, (6). [in Ukrainian].
10. General Department for Personnel Management in the Civil Service of the NAPS. Krashchi praktyky upravlinnia personalom. Retrieved from https://nads.gov.ua/storage/app/sites/5/human%20resourses/62.pdf [in Ukrainian].
11. Shevchenko, O.V., Romanova, V.V., Zhalilo, Ya.A. (Eds.) ta in. (2020). Detsentralizatsiya i formuvannya polityky rehional’noho rozvytku v Ukrayini: nauk. dop. NISS. [in Ukrainian].
12. Innovative development of territorial communities in the fourth technological revolution: priorities and prospects: National Institute for Strategic Studies. Retrieved from https://niss.gov.ua/publikacii/analitichni-dopovidi/innovaciyniy-rozvitok-teritorialnikh-gromad-v-umovakh-chetvertoi-0 [in Ukrainian].
13. Kitsak, I. B. (2018). Theoretical aspects of personnel management of local governments of united territorial communities. Efektyvnist derzhavnoho upravlinnia, 4 (57). Part 1., 135-144 [in Ukrainian].
14. Lisogor, L.S., Nesterenko, V.V. (2020). Formation and realization of labor potential of regions and communities as a basis for ensuring their sustainable development. Ekonomika i orhanizatsiia upravlinnia, 2 (38), 20-30 DOI 10.31558/2307-2318.2020.2.2 [in Ukrainian].
15. Libanova, E.M. (Eds.) ta in. (2016). Lyudskyy rozvytok v Ukrayini. Innovatsiyni vydy zaynyatosti ta perspektyvy yikh rozvytku. In-t demohrafiyi ta sotsialnykh doslidzhen im. M.V. Ptukhy NAN Ukrayiny. [in Ukrainian].
16. Matveev, P.M., Mosumova, A.K. (2019). Methodical approach to determining the conditions for effective functioning of local governments. Publichne upravlinnia i administruvannia v Ukraini, 14, 87–92. [in Ukrainian].
17. Mohylnyi, O.M., Patyka, N.I. & Hryschenko, O.Yu. (2021). Vplyv karantynnykh obmezhen, pov’iazanykh iz COVID-19, na rynok pratsi ta zainiatist u silskii mistsevosti [Impact of COVID-19 quarantine restrictions on labor market and rural employment]. Ekonomika APK, 4, рр. 51-67 [In Ukrainian]. https://doi.org/10.32317/2221-1055.202104051[in Ukrainian].
18. Survey of the National Civil Service Agency. (2021). Retrieved from https://nads.gov.ua/storage/app/sites/5/opituvannya-shchodo-metodichnikh-potreb-berezen-2021-finalna-versiya.pdf [in Ukrainian].
19. Pokotylo, T.V. (2015). Problems of development of labor potential in public service. Teoriia ta praktyka derzhavnoho upravlinnia, 1 (48), 185–191. [in Ukrainian].
20. Guide to the basics of human resource management for local communities. Retrieved from https://decentralization.gov.ua/uploads/library/file/767/%D0%9F%D0%BE%D1%81%D1%96%D0%B1%D0%BD%D0%B8%D0 % BA_EN.pdf [in Ukrainian].
21. On approval of Methodical recommendations on the implementation of the system of mentoring civil servants in state bodies, authorities of the Autonomous Republic of Crimea and their staff: Order of the National Agency for Civil Service of 25.10.2013 № 189. Retrieved from https://zakon.rada.gov.ua/rada/show/v0189859-13#Text [in Ukrainian].
22. Skrypnyk, S., Obikhod, S. and Verbivska, L. (2021), “Employment in a digital economy”, Ekonomika ta derzhava, vol. 12, pp. 4–9. DOI: 10.32702/2306-6806.2021.12.4[in Ukrainian].
23. Tomashuk, I.O., (2021). Metodolohichni polozhennia silskoho rozvytku v konteksti funktsionuvannia ob’iednanykh terytorialnykh hromad [Methodological provisions of rural development in the context of the functioning of united territorial communities]. Ekonomika APK, 6, рр. 101-116 https://doi.org/10.32317/2221-1055.202106101[іn Ukrainian].
24. Seryogin, S.M, Borodin, E.I, Komarova, K.V, Lipovskaya, N.A, Tarasenko, T.M. (2019) Personnel management in public authorities: textbook, 200. [in Ukrainian].
25. Shebanin, V.S. & Kormyshkin, Yu.A. (2020). Dyversyfikatsiia vykorystannia trudovoho potentsialu silskykh terytorii [Diversification of labor potential use of rural areas]. Ekonomika APK, 8, рр.6-12 https://doi.org/10.32317/2221-1055.202008006 [іn Ukrainian].
26. Shevchenko, O.S., Yevtushenko, G.I. (2019). Innovative methods of personnel management in enterprises in modern business conditions. Molodyi vchenyi, 10 (74). https://doi.org/10.32839/2304-5809/2019-10-74-156. [in Ukrainian].

Kormishkin Yu. SMART growth economic development strategy for associations of territorial communities

UDC 332.146


Kormishkin Yu.


The article investigates the essence of strategic planning of united territorial communities. It is established that the main task of strategic planning is to ensure sustainable development of territories, the main principles of which are: focus on the needs and interests of people; consensus on the long-term goal (vision) of the territory development; integrity and integrity; focusing on clear budget priorities.

The list of the basic problems which arise in communities during their functioning is resulted. It is determined that local governments and residents of united territorial communities have to work in conditions of formidable challenges, greater opportunities and greater responsibility when they try to cooperate for the economic development of OTG and provide livelihoods for its residents, many of whom do not have permanent jobs.

It is justified that for the economic development of united territorial communities it is necessary to use the strategy of economic development SMART growth, or in other words the strategy of smart / intellectual growth. The main reasons for the application of the SMART growth economic development strategy include: the scale of the crisis, which leads to the closure of the main budget-generating enterprises of OTG, emergencies, the need to carry out large-scale work to clean contaminated land and water resources; the need for reconstruction (restoration) of certain areas (area, streets, parts of OTG); the need to take advantage of certain opportunities, such as those related to infrastructure investments.

The principles of application of the SMART growth strategy are revealed, the stages of its development and advantages for OTG are determined. SMART growth strategies have been found to help communities grow in such a way as to expand economic opportunities while protecting human health and the environment. But it should be noted that whatever the local opportunities and circumstances of OTG’s economic development, it is necessary to follow a certain process that will ensure maximum compliance with the needs of the community and will achieve certain goals.

To develop a SMART growth strategy, it is proposed to follow the following five steps: site selection; determining the context of activity; goal setting; identification of available assets and obstacles; choosing the right tools. It is concluded that by using the strategy of economic development SMART growth OTG can solve the problems they face during their existence (functioning), in particular, communities often lack staff and resources. This strategy helps to prioritize plans and identify little-known results that can bring OTGs closer to their economic, social, and environmental goals.

Keywords: united territorial communities, development, intellectual development, strategic planning, strategy.



  1. Bezverxnyuk T., Saxanenko S. Ye., T. M. Bezverxnyuk, E. X. Topalova (2011) Yevropejs`ki standarty` vryaduvannya na regional`nomu rivni: [monografiya] /[za zag. red. T. M. Bezverxnyuk], Odesa: ORIDU NADU, 231 s.
  2. Ser’ogin S. M. (2016) Upravlinnja strategichnym rozvytkom ob’jednanyh terytorial’nyh gromad: innovacijni pidhody ta instrumenty: [monografiya] / S. M. Ser’ogin, Ju. P. Sharov, Je. I. Borodin, N. T. Goncharuk [ta in.], Dnipro: DRIDU NADU, 278 s.
  3. Vakulenko V., Berdanova O., Valentjuk I., Tkachuk A. (2017) Strategichne planuvannja rozvytku ob’jednanoi’ terytorial’noi’ gromady: navch. Posib.  , 121 s
  4. Tkachuk A.F.(2016) Strategichne planuvannja u gromadi (navchal’nyj modul’) / Anatolij Tkachuk, Vasyl’ Kashevs’kyj, Petro Mavko. – K.: IKC «Legal’nyj status». – 96 s.
  5. Misceve samovrjaduvannja v Ukrai’ni: suchasnyj stan ta osnovni naprjamy modernizacii’ (2014): [nauk. dop.] / [redkol. : Ju. V. Kovbasjuk, K. O. Vashhenko, V. V. Tolkovanov ta in. ; za zag. red. d-ra nauk z derzh. upr., prof. Ju. V. Kovbasjuka]. Ғ K. : NADU. 128 s.
  6. Chemerys A. (2012) Rozroblennja ta upravlinnja proektamy u publichnij sferi: jevropejs’kyj vymir dlja Ukrai’ny : [prakt. posibnyk] / A. Chemerys. – K. : TOV «Sofija-A». – 80 s.
  7. Sharov Yu. P.(2014) Reforma mistsevoho samovriaduvannia: problemni aspekty / Yu. P. Sharov // Aspekty publ. upr. – № 5 – 6 (7 – 8). – S. 81 – 87
  8. Vasyl’chenko G. (2015) Planuvannja rozvytku terytorial’nyh gromad : navch. posib. dlja posadovyh osib miscevogo samovrjaduvannja / G. Vasyl’chenko, I. Parasjuk, N. Jeremenko. – Kyi’v, TOV «Pidpryjemstvo «VI EN EJ» – 256 s.
  9. Gladij V. I. (2015) Modeli miscevogo samovrjaduvannja: klasychni ta suchasni pidhody. Politologichni zapysky: Zbirnyk naukovyh prac’. 1 (11). Sjevjerodonec’k : Vyd-vo SNU im. V. Dalja.  S.38-45
  10. Lesechko M.D. (2010). Modeli efektyvnosti derzhavnoho upravlinnia [Tekst] : monohrafiia / M.D Lesechko. V. S. Zahorskyi, I. I. Artym, R. M. Rudnitska ; Lviv. rehion. in-t derzh. upr. Nats. akad. derzh. upr. pry Prezydentovi Ukrainy. : LRIDU NADU. 100 s.
  11. Pohorilko V.F., Fedorenko V.L.(2000) Referendum v Ukraini: istoriia ta suchasnist: Monohrafiia. K.: IDP NAN. 248 s.
  12. Spry`yannya miscevomu ekonomichnomu rozvy`tku shlyaxom strategichnogo planuvannya – Tom 1. Korotky`j dovidny`k, seriya92-1-131721-5.. – URL : ecoplanintl.com
  13. Vil`na ency`klopediya «Vikipediya». URL: https://uk.wikipedia.org/wiki/SMART
  14. United States Environmental Protection Agency «Smart Growth». (2013-04-05.) [Elektronny`j resurs]. – URL : https://www.epa.gov/smartgrowth
  15. Ramky` opracyuvannya strategiyi ekonomichnogo rozvy`tku na osnovi rozumnogo zrostannya: instrument dlya maly`x mist i sely`shh. (2016). URL : https://www.epa.gov/smartgrowth
  16. English, Mary R., Jean H. Peretz and Melissa Manderschied. (February 1999) Smart Growth for Tennessee Towns and Counties, A Process Guide. University of Tennessee: Knoxville.
  17. Tkachuk A.F. (2014) Estoni`ya: mi`sczeve samovryaduvannya. Robochi` zapiski. K. : Legal`nij status. 48 s.
  18. Pravovi` i`nstrumenti Radi Yevropi z pitan` mi`sczevogo i` regi`onal`nogo rozvitku ta problemi yikh i`mplementaczi`yi v Ukrayini` [Tekst] (2007.) / za red. V. V. Tolkovanova.  : Czentr dosli`dzhen` pitan` mi`sczevogo i` regi`onal`nogo rozvitku ta spriyannya admi`ni`strativni`j reformi`, 349 s
  19. Tolkovanov V. (2013) Dobre vryaduvannya ta i`nstrumenti jogo zabezpechennya na mi`sczevomu i` regi`onal`nomu ri`vnyakh: vi`tchiznyanij ta zarubi`zhnij dosvi`d [Tekst] : monografi`ya.  I`vano-Franki`vs`k: Mi`sto NV, 264s

Shebanina O., Kormyshkin Yu. The modern paradigm of innovative development of agricultural entrepreneurship

UDC 338.432:334.722


O. Shebanina

Yu. Kormyshkin


The article examines modern approaches to innovative development of agrarian entrepreneurship. It is determined that in modern economic conditions the innovative activity is the determining vector of agrarian entrepreneurship development.  At the same time, insufficient level of financing of innovative projects, high risk of conducting innovative activity and low level of commercialization of scientific development impede the transition of enterprises to the model of innovative development. It is established that the creative and innovative function is the determining function of agrarian entrepreneurship, which provides for the implementation of new ideas, the implementation of scientific and technical developments and projects, the introduction of new technologies, the use of marketing techniques to conquer markets.  In the course of the research the peculiarities of innovative development of economic entities of the agricultural sector of the economy were identified. It is substantiated that today the agrarian sector and the IT industry in Ukraine have considerable potential.

Today, IT companies are emerging for which the agricultural sector is leading the way and is concentrating its own resources on developing agribusiness solutions.  Examples of such companies are Bvblogic (Ivano-Frankivsk) and Agtech in Ukraine.  Eight key areas of IT innovation in the agricultural sector have been identified: cartography; logistics solutions; monitoring of a technopark; analytics and planning; specialized CRM and HRM systems; analytics and rational decision making; health and quality monitoring; mobility.

It is proved that the main task of modern higher education institutions is to promote the development of different types of innovative thinking: paradigmatic; conceptual; technological; ideological and methodological; predictive; modeling; combinatorial. Education and science form the infrastructural support of agricultural entrepreneurship, which, in addition to institutions of higher education and scientific institutions, technoparks, technopolis, incubators, scientific-industrial complexes (consortia), clusters, business schools, scientific-intellectual exchanges, etc. are components. It is substantiated that further development of agrarian education should be directed by the vector of self-organization of higher education institutions to institutions of innovative type, their activity will be oriented towards the development of education and science as a defining resource of a new knowledge-based economy.  It is proved that operating subsystems and dynamic subsystems are predominant for innovative type universities.

It is determined that in the context of integration into the European educational space, it is important to strengthen the strategic partnership between higher education institutions, research institutions and enterprises, which will facilitate the harmonization of education-science-production in the process of training highly qualified personnel.  We believe that the most successful organizational form is the creation of consortia, following the example of the Scientific and Production Consortium “Yuzhny”, which included 7 research institutions, 5 agricultural institutions of higher education and 22 industrial enterprises of Ukraine.

Keywords: agrarian entrepreneurship, education and science, innovations, innovative development, innovative solutions.

V. Shebanin, Yu. Kormyshkin. State regulation of agricultural enterprise development.

V. Shebanin

Yu. Kormyshkin

The article substantiates the essence of the concept of state regulation of agrarian entrerprise. A number of key problems of the agrarian sector development were identified. It is established that the generally accepted role of the state in a market economy is to create conditions, eliminate the negative consequences and problems of functioning of the market mechanism, as well as protect national interests in the domestic and world markets. An important role in the state regulation of the development of agrarian entrerprise in modern conditions is played by selected methods, which are classified according to two features – forms and means of influence. It is substantiated that direct and indirect methods of regulation play an important role in the state regulation of the development of agrarian entrerprise. On the basis of the analysis of agrarian business activity, it was established that the current stage of agrarian entrerprise development in Ukraine due to unfavorable socio-economic problems demonstrates acceptable rates of development, which is, first of all, the result of the agrarian reform. Also, new challenges need a timely response from the state, agrarian science and practice. The financing state of the agrarian sector is analyzed and attention is focused on the main innovations of the financial support of the agrarian sector for 2017 from the state budget, namely: – increased up to UAH 300 million expenditures on cheapening of loans to enterprises of agrarian and industrial complex; – for the first time in three years the state budget for 2017 allocated funds for the selection and reproduction of water bioresources; for the funding of the program “Breeding in the fisheries and recreation of water bioresources in the internal reservoirs and in the Azov-Black Sea basin”, 40 million UAH were invested in the budget; UAH 75 million is allocated under the program “State support for development of hops, laying of young gardens, vineyards and patch of berries and their supervision”, which will increase the area of ​​laying of perennial plantations and will stimulate the development of infrastructure for the preservation of fruit and berry products and grapes; UAH 210 million is provided in support of the livestock sector. In addition, it was noted that the budget for 2017 provided for the mobilization of 400 million euros from the European Investment Bank for the implementation of investment projects in the agro-industrial complex.

The suggestions on improvement of regulation and development of agrarian business are substantiated: – formation of effective state support; ensuring the efficiency of the domestic market and price regulation; – rational use of agricultural land; – development of a network of agricultural servicing cooperatives, which will promote not only the raise of channels transparency of products realization on the domestic market, decrease of expenses of agricultural producers and increase of the intensity of product promotion, but will also help to increase the volume and efficiency of export of agrarian products; – development of public-private partnership, which is implemented both in the promotion of the associations activities of private agricultural producers by the state, and the creation of public-private economic associations, which, along with commodity producers, include state authorities and local self-government; – improving the quality of food products and their compliance with international standards; – Expansion of export potential; – assistance in attracting foreign investments.

It is determined that state regulation of agrarian business will effectively influence the development of agrarian business in Ukraine, subject to the proposed measures.

Keywords: agrarian entrerprise, state regulation, development, methods of regulation, state budget.


  1. APK [Elektronnyi resurs] / Chesnyi biudzhet. – Rezhym dostupu : http://budget2017.info
  2. Andriichuk V.H. Teoretyko-metodolohichne obgruntuvannia efektyvnosti vyrobnytstva / Andriichuk V.H. // Ekonomika APK.–2005.–№5.–S.52-63
  3. Babashkyna A. M. Hosudarstvennoe rehulyrovanye natsyonalnoi ekonomyky / A.M. Babashkyna. — M.: Fynansyi y statystyka, 2003. — 480 s
  4. Hlushko V.P. Osnovy ahrarnoi ekonomiky : [pidruchnyk] / V.P. Halushko, Hvido Van Khulienbruk, O.A. Kovtun [ta in.]. – K. : Vyshcha osvita, 2003.– S.144–150
  5. Derzhavna sluzhba statystyky Ukrainy : Ofitsiinyi sait. – Rezhym dostupu : http://ukrstat.gov.ua.
  6. Derzhavna pidtrymka ahrarnoho sektora u 2017 rotsi [Elektronnyi resurs]. – Rezhym dostupu : http://www.auu.org.ua/uk/publications/web/206/
  7. Kuzniak B.Ia. Svitovyi dosvid pidtrymky silskoho hospodarstva i ukrainski realii / B.Ia. Kuzniak // Ekonomika i rehion № 1 (24) – Poltava : PoltNTU, 2010. – C. 135-140
  8. Latynin M. A. Ahrarnyi sektor ekonomiky Ukrainy: mekhanizm derzhavnoho rehuliuvannia : [monohr.] / M. A. Latynin. – Kh. : KharRI NADU “Mahistr”, 2006. – 320 s.
  9. Lupenko Yu. O. Rozvytok ahrarnoho sektora ekonomiky Ukrainy: prohnozy ta perspektyvy / Yu. O. Lupenko // Naukovyi visnyk Mukachivskoho derzhavnoho universytetu. Seriia Ekonomika. – 2015. – S. 27
  10. Mazur Yu.V. Derzhavna pidtrymka APK Ukrainy: sut, znachennia ta suchasnyi stan. [Elektronnyi resurs]. – Rezhym dostupu : http://efm.vsau.org/files/pdfa/3855._2017pdf
  11. Ministerstvo ahrarnoi polityky i prodovolstva Ukrainy : Ofitsiinyi sait. – Rezhym dostupu: http://minagro.gov.ua.
  12. Panukhnyk O.V. Napriamy ta shliakhy transformatsii derzhavnoi pidtrymky subiektiv ahrarnoi sfery Ukrainy / O.V. Panukhnyk // Aktualni problemy innovatsiinoi ekonomiky. – 2017. – № 1. – S. 5-10.

Social responsibility of agrarian formations

UDC 338.43.01

Y. Kormishkin,
N. Galunets

It is set in the article, that exactly the agrarian forming in Ukraine are basis of providing of all kinds and forms of vital functions on a village, by the sources of formation of concomitant and additional types of activity and productions. Conditioning becomes an inalienable constituent to functioning of that for development of social responsibility.
Reasonably, that social responsibility is a certain level of the voluntarily reacting of organization on social problems. Its appears ponderable direction of activity and has substantial influence on small and midsize businesses, providing of steady development of society on the whole.
Realization of research witnessed that distinguish three even exposures of social responsibility of enterprise, each of that characterizes direction and measure of responsibility of managers of enterprise. On the whole all levels are single in one: social responsibility of enterprise is responsibility of enterprise before all people and organizations with that it clashes in the process of activity and before society on the whole.
It is set that the input of social responsibility on an enterprise requires the observance of her basic principles at the observance of that, each of participants of entrepreneurial activity has the benefits. Adhering to principles of social responsibility to the managers of the agrarian forming, it costs to pay attention, that two her forms of display are: internal social responsibility and external social responsibility.
Certainly, that the basic obstacles of becoming and development of social responsibility of enterprises, in particular agrarian forming following: imperfection of legislative and normatively-legal base that regulates possibilities of participation of enterprises in the social programs and establishments of education in forming of socially responsible specialists; absence of the formed and effective independent civil examination and estimation of results of the social programs, standards and quality of preparation of business-specialists; absence of the system of encouragement (moral and economic) of responsible public subjects.
It is marked that social responsibility it is entered exactly on the large cost-effective agrarian forming. Exactly the agrarian holding get large profits and that is why have the opportunity to form strategy of development of business taking into account the necessities of society. Accordingly what the examples of social responsibility of such enterprises are in-process considered: Ukrlandfarming Group, «NIBULON Company», Group of companies PJSC «Mironivsky hliboproduct».
Experience of the considered large agrarian forming, testifies that guidance of the agrarian forming must examine charges on the social programs as one of forms of long-term investments. In connection with a difficult situation in the field of employment on a village, the agrarian forming is included in that small amount of employers that can provide workers placed population of this area. Exactly for help these enterprises the habitants of rural territories expect in the decision of social problems.
For activation of input and realization of social responsibility in the shallow and middle home agrarian forming, it costs to provide the legislative adjusting and encouragement of the socially directed activity of these agrarian forming. Most agrarian forming report about the social responsibility and marks the observance of legislative base about sanitary-epidemiology, ecological and labor norms. But for realization of higher level of social responsibility there must be substantial tax deductions in the state.

Keyword: social responsibility of enterprises, businesses, agricultural enterprises, the level of principles, forms of social responsibility.

Social responsibility of agrarian formations.

1. Adeljkin F. Rezuljtatы yssledovanyja socyaljnoj otvetstvennosty ukraynskogho byznesa. /Adeljkin F. K.: Blakytj. 2005. – 349 s
2. Bajura D. O. Socialjna vidpovidaljnistj biznesu jak element stalogho rozvytku integhrovanykh struktur / D. O. Bajura, Ju. V. Chervina // Teoretychni ta prykladni pytannja ekonomiky. – 2013. – # 28, t.1. – S. 151–157.
3. Bajura D. Korporatyvna socialjna vidpovidaljnistj u systemi korporatyvnogho upravlinnja // Ukrajina: aspekty praci. Naukovo-ekonomichnyj ta suspiljno-politychnyj zhurnal. – # 1. – 2009. – S. 22.
4. Gherashhenko I.O. Etyka pidpryjemnycjkoji dijaljnosti / Gherashhenko I.O. // Visnyk NTU «KhPI». # 59 (1168) – 2015. – S.61-65
5. Ghrupa kompanij PAT «Myronivsjkyj khliboprodukt». Oficijnyj sajt. [Elektronnyj resurs]. — Rezhym dostupu : https://www.mhp.com.ua
6. Ghrupa Ukrlandfarming. Oficijnyj sajt [Elektronnyj resurs]. — Rezhym dostupu : www.ulf.com.ua
7. Lazarenko O. Pryncypy korporatyvnoji socialjnoji vidpovidaljnosti: tendenciji suchasnogho svitovogho dosvidu / O. Lazarenko // Korporatyvna socialjna vidpovidaljnistj v Ukrajini: ekspertna dumka: zb. statej ta rekomendacij. – K.: Stylos, 2007. – S. 10-28.
8. Kompanija NIBULON. Oficijnyj sajt. [Elektronnyj resurs]. — Rezhym dostupu : http://www.nibulon.com
9. Socialjna vidpovidaljnistj biznesu po-ukrajinsjky [Elektronnyj resurs]. – Rezhym dostupu: http://www. optima-pr. com. ua. – Nazva z ekrana.
10. Okhrimenko O.O. Socialjna vidpovidaljnistj. – Navch. posib. / Okhrimenko O.O., Ivanova T.V. – Nacionaljnyj tekhnichnyj universytet Ukrajiny «Kyjivsjkyj politekhnichnyj instytut». – 2015. –180 s.
11. ISO 26 000:2010 [Elektronnyj resurs]. — Rezhym dostupu : http://znaimo.com.ua/ISO_26000.
12. Caryk I.M. Reghuljatyvni instrumenty posylennja socialjnoji vidpovidaljnosti biznesu v systemi nacionaljnoji ekonomiky: [monoghrafija] / I.M. Caryk. – Chernighiv: Chernighivsjkyj derzhavnyj instytut prava, socialjnykh tekhnologhij ta praci, 2011. – 152 c.
13. Shynkarenko Y. Luchshe sporytj, chem voevatj [Elektronnyj resurs] / Y. Shynkarenko. // Эkspert. – 2009. – # 11 (109) – Rezhym dostupu: http://www. expert. ua/articles/16/0/3543/. – Nazva z ekrana.
14. Shedjakov V.Je. Socialjna vidpovidaljnistj biznesu i stalyj rozvytok krajiny / V.Je. Shedjakov // Socialjna psykhologhija. – 2011. – # 3 (47). – S. 69-77.

Issue 3 (95), 2017

Strategic directions of forming of the effective business infrastructure of agrarian enterprise

UDC 338.49.5

Y. Kormyshkin

It is set in the article that with liquidation of the state system of the centralized system of purchase of agrarian products present infrastructure sale appeared not able to provide the effective functioning of agrarian market. The row of business intermediary corporations that does not have a corresponding material and technical base and buy products on opaque charts and on dumpings prices appeared. Reasonably, that the most urgent problem of modern development of agroindustrial complex of Ukraine is forming of the civilized transparent channels of advancement of agricultural produce from a producer to end-user through development of business-infrastructure of agrarian enterprise. It is marked that the process of forming of business-infrastructure for an agrarian enterprise is continuous, has an orientation to specialization of services, to expansion of their nomenclature, upgrading. Than completer business-infrastructure, so much the better terms in that an agrarian enterprise develops most optimally.
Investigating the business-infrastructural elements of agrarian enterprise, it offers to give mind only on those strategic directions, that directly provide terms for realization of production in agrarian industry, and also commodity turnover of agrarian products to end-user and management by them, namely:
– strategies of effective development of agrarian enterprise terms of eurointegration processes of Ukraine is an achievement of such socio-economic level of organization and conduct of agricultural production, that answers modern world and euro-requirements at simultaneous maintenance and strengthening of own identity;
– strengthening of role of international organizations in forming of business-infrastructure of agrarian enterprise – through interlacing of interests of the states create the special form of international cooperation, and are the effective means of mutually beneficial collaboration in the general system of world economy;
– the institutional providing of forming of business-infrastructure of agrarian enterprise is the complex and system forming of legislative base with the aim of providing of economically-legal environment for a continuous and effective agrarian enterprise;
– activation of collaboration of agar education and science in forming of business-infrastructure of agrarian enterprise – exactly agrarian higher educational establishments that engage in research-and-developments become the most ponderable constituent of development of agrarian enterprise.

Key words: business-infrastructure, agrarian enterprise, forming, education, international organizations, institutional providing.

Strategic directions of forming of the effective business infrastructure of agrarian enterprise.

Issue 2 (94), 2017

The system of indicators and factors of effective development in agrarian business

UDC 338.439.65

Y. Kormyshkin

The article substantiates the economic efficiency of the agricultural entrepreneurship is evaluated using economic indicators, each of which reflects the quantitative and the qualitative characteristics of economic phenomena and processes, simple and expanded reproduction, a numeric expression of certain categories and concepts. It is established that the system of factors should be devided in three ways: the types of expenses of production and resources, directions of development and improvement of production, the place of implementation of factors in the system of management.

Key words: effective development, the agrarian entrepreneurship, indicators factors, the system.

The system of indicators and factors of effective development in agrarian business.

1. Andrijchuk V.Gh. Ekonomika aghrarnykh pidpryjemstv / V.Gh. Andrijchuk . – K.: KNEU, 2002. – 584 s.
2. Verkhoghljadova N. I. Systema pokaznykiv dlja upravlinnja stijkistju funkcionuvannja budiveljnogho pidpryjemstva/ N. I. Verkhoghljadova, I.V. Kononova // Visnyk Khmeljnycjkogho nacionaljnogho universytetu. – 2011. – # 1. – S. 7-10.
3. Ekonomika pidpryjemstv: Pidruch / [ Ghorbonos F. V., Cherevno Gh. V., Pavlenchyk N. F., Pavlenchyk A. O. ta in..] – K.: Znannja, 2010. – 463 s.
4. Ekonomika pidpryjemstva : Navch. posib. / D.I. Ryzhmanj, I.M. Kryvoruchko, Gh.Ja. Vinnichuk, M.T. Pyljavecj; za red. D.I. Ryzhmanj. – Vinnycja, 2010. – 581 s.
5. Ekonomika pidpryjemstva: Pidruchnyk / za zagh. red. S.F. Pokropyvnogho – Vyd. 2-ghe, pererob. ta dop. – K.: KNEU, 2005. – 528 s.
6. Ermolovych L. L. Analyz khozjajstvennoj dejateljnosty predpryjatyja : [ucheb. posobye] / L. L. Ermolovych, L. Gh. Syvchyk, Gh. V. Tolkach, Y. V. Shhytnykova ; pod. obshh. red. L. L. Ermolovych. – Mn. : Ynterpresservys ; Эkopresservys, 2001. – 576 s.
7. Metodychni rekomendaciji po analizu finansovo-ghospodarsjkogho stanu pidpryjemstv ta orghanizacij stanom na 15.09.2008 r. / Derzhavna podatkova sluzhba Ukrajiny. [Elektronnyj resurs]. – Rezhym dostupu : http://prou4ot.info/index.php?section=browse&CatID=156&ArtID=422.
8. Mnykh Je.V. Ekonomichnyj analiz: Pidruchnyk dlja studentiv vyshhykh navchaljnykh zakladiv. – K.: Centr navchaljnoji literatury, 2003. – 412 s.
9. Onyshhenko O. Finansova rezuljtatyvnistj siljsjkoghospodarsjkykh pidpryjemstv// Ekonomika Ukrajiny. – 2005.- # 2.- s. 59-70.
10. Orghanizacija vyrobnyctva i aghrarnogho biznesu v siljsjkoghospodarsjkykh pidpryjemstvakh: pidruch. / S. P. Azizov, P. K. Kenijsjkyj, V. M. Skupyj / za red. prof., S. P. Azizova. – K. : IAE, 2001. – 834 s.
11. Polozhennja pro porjadok zdijsnennja analizu finansovogho stanu pidpryjemstv, shho pidljaghajutj pryvatyzaciji: Zatverdzheno nakazom Ministerstva finansiv Ukrajiny, Fondom derzhavnogho majna Ukrajiny vid 26.01.2001 r. # 49 / 121/ Zakonodavstvo Ukrajiny; elektronni dani. – K.: Infodysk, 2005.
12. Sabluk P. T. Cina – instrument upravlinnja / P. T. Sabluk // Ekonomika APK. – 1996. – # 4.– S. 6.
13. Savycjka Gh.V. Ekonomichnyj analiz dijaljnosti pidpryjemstva: Navch. posib. – 2-ghe vyd., vypr. i dop. – K.: Znannja, 2005. – 662 s.
14. Systemы эkologhycheskogho menedzhmenta dlja praktykov / [Dajman S. Ju., Ostrovkova T. V., Zayka E. A., Sokornova T. V.] ; pod. red. S. Ju. Dajmana. — M. : Yzd-vo RKhTU ym. Mendeleeva, 2004. – 248 s.
15. Sokolov Ja.V. Bukhghalterskyj uchet: ot ystokov do nashykh dnej. – M.: «Audyt, JuNYTY», 1996. – 638 s.
16. Stasjuk Gh.A. Finansy pidpryjemstv: Navch.posibnyk. – Kherson: Oldi-pljus, 2004. – 480s.
17. Chernukha I.V. Osnovni chynnyky ta skladovi rozvytku budiveljnykh pidpryjemstv [Elektronnyj resurs]. – Rezhym dostupu : http://www.rusnauka.com/28_PRNT_2011/Economics/10_94178.doc.htm
18. Jushkevych O.O. Systematyzacija poghljadiv do teoriji rozvytku pidpryjemstva jak vidkrytoji systemy / O.O. Jushkevych // Visnyk Zhytomyrsjkogho derzhavnogho tekhnologhichnogho universytetu: naukovyj zhurnal [Serija: Ekonomichni nauky]. – 2011. –#2 (56) – Ch. 2.– S. 179-183.

Issue №1 (93), 2017

Systematization and classifi cation of the elements business infrastructure of the agricultural business

UDC 338.49:346

Y. Kormyshkin

In article results of generalized classification of elements of business infrastructure of agrarian business by functional features. It is established that the business infrastructure of agrarian business envisages aggregate of sectors or modes of production activities that serve and ensure the normal functioning the main production and non-production sphere. Examining the functions of business infrastructure, it was determined that functionally business infrastructure of agrarian entrepreneurship is associated with all sectors of agrarian manufacture and serves its integral part. During the study was considered the various classifications elements of business infrastructure, namely: according to of carried out functions, during sales of products, when debugging of business relations between various business entities, the by sectoral division of and so on.
After conducted research classification of the elements of business infrastructure entrepreneurship we consider it appropriate highlight the three key that should be used in the agricultural business:
– pattern of ownership that assumes presence public, private and public elements of business infrastructure and reveals the funding sources degree of influence of, availability of are interested on the part of agricultural entrepreneurs;
– the kind of activity that can qualitatively assess the of influence direction infrastructural element in agricultural entrepreneurship activities (advisory bodies, consulting structures, information centers, investment and innovative companies, educational institutions, etc.);
– elements of business infrastructure under applicable law (business centers, business incubators, innovative business incubators, science and technology centers, technology parks, private business support, financial institutions, innovation and investment funds and companies, leasing companies, counseling centers etc.).
It was concluded that the business infrastructure of agrarian entrepreneurship brings together industry, that ensure production and maintenance of agricultural production, creation of the necessary production and operation, organizational and technical conditions for initial production in all sectors of the agricultural sector and so on.

Key words: business, business entrepreneurship infrastructure, classification, elements infrastructure, agricultural business.

Systematization and classifi cation of the elements business infrastructure of the agricultural business.

Issue 4 (92), 2016

Organizational and economic relations of agrarian enterprises – the objects of trade community

UDC 338.43:631.15:631.6.02

Y. Kormyshkin

The article deals with the topical issue of organizational and economic relations of economic entities’ formation. The latest set the stage for sustainable growth of individual organizations, industries, regions and the national economy as a whole.
In the article the author’s view of the concept of “organizational and economic relations of agrarian enterprises as the subjects of foreign economic activity” is given. It is emphasized that relationship can be formed and developed in the course of foreign economic activity; or set of relationships between trade operators and third parties arising from the implementation of different types of foreign transactions.
The specifics of the agrarian enterprises as the subjects of foreign economic activity are characterized by specified components of their organizational and economic relations. Namely organizational relationships include relations associated with management and organization of foreign economic activity; foreign contractual activities; training of personnel in the area of ​​foreign economic activity; transactions across the customs border; information; forming and driving statistics. The components of economic relations are the relations related to the formation and implementation of foreign economic potential; investment; formation of trade relations; customs payments, monetary and financial relations.
The author stresses that the effective functioning of organizational and economic relations is possible only with complying all the subjects of foreign economic activity according to some certain methodological principles. In particular, the compliance with the legal framework; efficiency; mutual benefit; stability; consistency; adequacy; this unity and strategic planning and forecasting; system and principles.
The article substantiates that the improvement of organizational and economic relations and mechanisms of their in agrarian enterprises should be implemented by developing and implementing appropriate Concept of Foreign Policy. As for Mykolayiv region, which includes a combination of legal, administrative and economic instruments, regulating the organizational and economic relations of enterprises as the subjects of foreign economic activity will improve the mechanism of regulation of organizational and economic relations of agrarian enterprises in the region in terms of foreign economic activity

Keywords: organizational and economic relations, farms, business entities, mechanisms of regulation.

Organizational and economic relations of agrarian enterprises – the objects of trade community

Механізм державної підтримки рослинництва

Номер, рік
1(77), 2014


Ю.А. Кормишкін, здобувач
Миколаївський національний аграрний університет

Обґрунтовано необхідність державної підтримки сільського господарства, зокрема галузі рослинництва. Визначено основні недоліки даного процесу та запропоновано шляхи розв’язання питання.

Ключові слова
державна підтримка, сільське господарство, рослинництво