TRANSFORMATION OF PERCEPTIONS ON THE ROLE OF SOCIALITY IN HUMAN RESOURCE MANAGEMENT AND THE CONCEPT OF TRUST

The Relevance. In 1903 F. Taylor wrote that the reason for low labor productivity is thought and reasoning caused by the relations between entrepreneurs and workers. He believed that the intimate cooperation with the management and the help (which the workman should receive) from the management, would result on the average in nearly doubling the output of each man and each machine [1]. This problem formulated by F. Taylor and the posed question: «What other reforms … could do as much toward promoting prosperity, toward the diminution of poverty, and the alleviation of suffering?», – have been exerting a powerful influence on the content of research programs in the field of management for more than a hundred years. However, many of F. Taylor's problems are still far from being solved. The period of socio-economic instability that the country is experiencing again today increases the need for tools that activate the ability and willingness of employees to perform the tasks assigned to them in a dynamically changing external and internal environment. The purpose: to analyze trends in changes in ideas about the role of sociality in the system of knowledge about human resource management. The method: comparison, generalization and systematization; an axiological approach that assumes the value dimension of the studied sociocultural phenomena.
Results. The author presents a system of arguments indicating the strengthening of the role of trust both in the organization of public life in general, and in the activities of the organization, in particular. It is shown that «trust» helps to streamline social interactions in the conditions of transformational changes (increasing uncertainty and risks in the company's activities), when the possibilities of «confidence» and «faith» as mechanisms for organizing social life decrease. The growing role of the factor «trust» is also facilitated by the growing division of labor, delegation of powers, the complexity and «opacity» of organizational and technical systems. Conclusion: the factor of trust begins to play an increasingly important role in the functioning of the organization's management system.