Currently, it is impossible to imagine the activities of any organization without the interaction of individuals and groups within it to achieve its goals. Personality–group or organization–personality interaction is the basis of organizational behavior. It ensures that the desired or set goals of the organization are achieved. This fact determines the relevance of the topic under consideration.

The organization–personality interaction does not arise by itself. Its construction, functioning and development are determined by the organization itself, that is, based on the goals set, forms of management, behavior, attitude towards employees, etc. Based on a number of studies in this area, it becomes possible to identify 4 basic models of organizational behavior, namely: collegial, authoritarian, supportive, caring [8].

The collegial model is based on interaction, collaboration, partnership, etc. In this model, the «organization – personality» interaction involves the cooperation of employees and management staff (management) to achieve a common goal, while using each other’s mental and creative potential.

The authoritarian model is based on the power of management, which uses its formal authority to lead subordinates. At the same time, employees are subordinated, so there is a psychological dependence on the «leader». The organization–personality interaction is based on unequal powers, limited independence, subordination, strict performance of duties, etc. Subordinates are not always able to fully realize their potential. The reasons may be different, for example, the organization’s limited financial resources or its narrow focus in a particular field of activity.

The supportive model is based on leadership, the head creates a climate that helps the individual growth of employees and the use of their abilities in the interests of the organization. On the one hand, employees are subordinate to the supervisor, on the other, they can self-actualize in the workplace, but with a concomitant high level of responsibility. In this model, employees can participate in management, which increases their motivation to work, as they meet the needs for status and recognition. The organization–personality interaction involves supporting the efforts of employees, mutual trust, the opportunity to participate in management and meeting the needs of a higher level.

The guardianship model is focused on the protection of employees by social security programs. The model assumes the use of economic incentives and benefits, often independent of the final result. The main motivating factor is the need for workplace safety, which leads to increased employee engagement. Regardless of the market situation, the safety of employees will be a priority for the organization. As a result, the employee feels satisfied in the current situation, but this does not particularly affect the growth of labor productivity or the development of his abilities. The organization–personality interaction is a passive collaboration that is unable to ensure the full use of human resources.

To date, there is no reason to believe that any of these models is the best. Their effectiveness largely depends on the specific situation and the field of activity of the organization itself.

Special attention should be paid to the modern model of organizational behavior, in which the interaction «organization – personality» offers to realize not only the physical abilities of employees, but also their personal, intellectual, creative and other qualities. At the same time, this interaction is characterized as the provision of resources to meet the needs of the organization itself and each employee within it. In turn, the effectiveness of interaction directly depends on the degree of satisfaction of the dominant needs of each of the parties.

Based on the above, the basis of the «organization – personality» interaction is a system of mutual expectations. It requires each party to take into account each other’s goals and needs, which makes it quite difficult to find and make effective decisions. It is the system of mutual expectations combined with the system of interests and goals that serve as the basis for shaping the behavior of subjects within the organization [1]. At the same time, its existence in a changing environment in the long term is possible only with increased satisfaction of employees who strive to realize their potential, including their creative abilities. The organization, using its resources, is interested in creating conditions for the realization of creativity, initiative and responsibility on the part of employees.

The process of interaction between an individual and an organization is based on psychological and economic contracts. They reflect the essential expectations of the individual and the organization and determine the conditions for the employee’s involvement in joint activities with her. A person expects interesting and favorable working conditions, decent pay, a favorable moral and psychological climate in the team, satisfaction with the work done, training and development, and the possibility of self-realization. The organization, in turn, expects high performance from employees, the realization of creative abilities, new ideas, staff responsibility and mutual cooperation.

The modern model builds on the achievements of the previous ones and consists of their best characteristics. The behavior of the staff within it is based on creativity, knowledge, and the functioning of the organization takes place through the prism of personality development. The activities of employees are carried out in the direction of awareness and formation of the key competencies of the organization. This model includes continuous professional development of the working staff and the growth of intellectual capital. In such an organization, each employee, along with his main activity, is consciously engaged in identifying and solving problem areas, providing the company with the opportunity for continuous changes and improvements, which contributes to the growth and achievement of the organization’s goals, for example, in increasing market share or making more profit. Each employee is encouraged to improve their current knowledge and successfully apply it in a common cause. The organization-personality interaction is based on mutual interest in each other’s development, the empowerment of employees to make independent decisions and effectively complete tasks, and the openness of information to them as a factor in the success of the staff and the organization itself [5].

However, in addition to the interaction of the individual and the organization, the development and success of modern companies currently directly depends on the interpersonal relationships of employees and their regulation. Personnel management is a complex long-term process, during which certain techniques and tools are used, which leads to the formation of a stable system of social relations between employees and their employer. At the same time, the existence of management methods and ways of their application in the organization is of serious interest. This issue is one of the main issues within the management of an enterprise, in whose interests it is to improve performance.

The issues of production efficiency, solving problems related to increasing profitability, as well as maintaining stability are directly related to the quality of the staff and its capabilities. The directions of the company’s development directly depend on the degree of employee involvement in the organization’s improvement processes. A number of foreign and domestic researchers, scientists, and top managers have developed methods, systems, and models of human resource management.

First of all, it is necessary to clearly understand that any enterprise can be represented as a social management system, which means a separate set of interrelated elements with new qualities that are absent from its individual components.

Each element contains management methods that act as ways of implementing managerial influences on personnel to achieve the goals of the organization. There are such management methods as economic, administrative, legal, and socio-psychological, each of which has a different impact on staff [6].

Economic management methods are a set of ways to influence personnel based on the use of economic patterns and incentives. Their application presupposes the orientation of employees to achieve high work results through material interest and awareness of the relationship between personal contribution and the final performance indicators of the organization. The key principles of these methods are the fairness of resource allocation, rational division of labor, orderly management processes and the optimal combination of centralization and independence. The effectiveness of economic methods is largely determined by the external and internal operating conditions of an enterprise, including the form of ownership, the business management model, the system of economic calculation, the state of the labor market, pricing and tax policy, as well as the availability of credit resources. The most common instruments of influence are financial incentive systems (wages, bonuses, allowances, social benefits), mechanisms for employee participation in the organization’s performance, including through ownership of corporate securities, as well as various forms of economic calculation aimed at increasing responsibility for work results.

Administrative and legal management methods are based on the use of authority and legal regulation of labor activity. Their essence lies in the direct regulation of employee behavior through mandatory management decisions. These methods involve the formation of a clear system of subordination, discipline and responsibility, which ensures the stability and manageability of organizational processes. In the structure of administrative and legal methods, administrative influences are distinguished, including orders, orders, instructions and regulations; disciplinary measures aimed at establishing personal and collective responsibility, both material and moral; as well as stabilizing influences, expressed in the development and consolidation of rules, standards and regulations defining the order of performance of labor functions.

Socio-psychological management methods are focused on using the laws of psychology and sociology in order to increase the effectiveness of interaction between employees and create a favorable internal environment in the organization. These methods are aimed at both labor collectives as a whole and individual employee, taking into account their individual characteristics, needs and motivational attitudes. Depending on the object of influence, socio-psychological methods are divided into sociological, regulating group processes, interpersonal relationships and corporate culture, and psychological, focused on influencing the inner world of a personality, its value orientations, attitudes and emotional state. The integrated application of these methods helps to strengthen the socio-psychological climate, increase staff engagement and increase the overall effectiveness of the organization.

Undoubtedly, these methods play a significant role, because they have a significant impact on specific employees: their efficiency, motivation and, as a result, the success of the enterprise as a whole. These management techniques include techniques for influencing the formation and development of a team, as well as the processes occurring within it. These methods are based on the use of socio-psychological mechanisms [2]. They are primarily distinguished by their special motivational characteristic, which determines the direction of influence. The goals of using such methods are to ensure the constantly increasing social needs of a person, his versatile harmonious development and, on this basis, increase the work activity of the individual and the effectiveness of the team.

Sociological methods are aimed at the collective of employees in the course of their industrial relations. They allow you to give a clear assessment of their place and purpose, use staff motivation to achieve better work results, identify informal leaders and provide them with support, ensure effective communication and prevent interpersonal conflicts in the team. While psychological management methods are aimed at regulating relations between people through optimal selection and placement of personnel. These include methods of forming small groups, improving the work culture in organizations, professional and qualitative selection and training.

Based on the above, it becomes clear that one of the most important factors in increasing the effectiveness of the modern model of organizational behavior is the socio-psychological climate among the staff, because it is an effective and efficient team that is the key to the success and development of the company. He plays such a big role in the functioning of the organization, as he influences it from the inside. If employees do not have a common goal with the company, a built-in motivation system, or disagreements with the manager, it is unlikely that this will lead to productive work and the success of the organization as a whole.

The socio-psychological climate is a set of stable emotional, value, and interpersonal relationships that develop within the workforce and determine the overall psychological state of employees [4]. It reflects the nature of the interaction between employees, their attitude towards management, colleagues and the organization as a whole, as well as the degree of satisfaction with the conditions and content of work. The level of formation of the socio-psychological climate has a direct impact on the efficiency of staff, the quality of communications and the overall effectiveness of the organization.

Timely assessment and maintenance of a favorable atmosphere in the team is of particular importance in personnel management. When there is tension, hidden or open conflicts, the concentration of employees on professional tasks decreases, emotional burnout increases and labor productivity decreases. On the contrary, a stable, friendly and psychologically comfortable climate contributes to the involvement of employees in the activities of the organization, the development of initiative and willingness to propose new ideas. An essential role in this process is played by the managerial position of the head, who must ensure a clear statement of goals and objectives, transparency of management decisions, regular informing of staff about the current state and prospects of the organization’s development, as well as the formation of trusting relationships and feedback mechanisms. Involving employees in discussions and making meaningful decisions is an additional factor in increasing motivation and responsibility for work results [10].

Regardless of the industry specifics, maintaining a favorable socio-psychological climate is a prerequisite for the effective organization of the labor process. However, in today’s highly competitive environment, this aspect is becoming particularly important. The activities of organizations are based on the intellectual and creative potential of employees, where the final result directly depends on the emotional state, level of inspiration and internal motivation of each team member. In this regard, the head acts not only as an administrator, but also as a coordinator of the creative environment, whose task is to maintain a positive emotional background, stimulate self-realization and search for modern management tools that help unleash the creative potential of the staff.

It is impossible to unambiguously determine the optimal management style for a particular workforce without first analyzing its structure, interpersonal interaction characteristics, and the current state of the socio-psychological climate. The effectiveness of management decisions largely depends, for example, on how well the chosen leadership style corresponds to the level of cohesion of the group, the prevailing values of employees, the nature of communication and the emotional background within the team.

In this regard, the diagnosis of the socio-psychological climate is of particular importance. Modern scientific and practical sources have developed a wide range of methods aimed at its assessment. They allow us to identify the degree of employee satisfaction with working conditions, the nature of relationships in the team, the level of trust in management and the emotional state of the group as a whole. The results of such diagnostics serve as the basis for the formation of sound management recommendations aimed at optimizing intra-group processes, adjusting the leadership style and creating a more favorable psychological environment in the organization. Let’s look at some common methods that have proven their applicability and effectiveness.

The express methodology for assessing the psychological climate in the workforce by A.S. Mikhailyuk and L.Y. Sharyto allows us to diagnose the state of the socio-psychological climate in the team, monitor the effectiveness of measures and their impact on the indicator under consideration. Such measurements make it possible to determine three components of the psychological climate: emotional, behavioral and cognitive. To measure the emotional component, the criterion of attractiveness is used — at the level of the concepts «like — dislike», «pleasant — unpleasant». The questions for the behavioral component are based on the criteria «desire — unwillingness to work in this team», «desire — unwillingness to communicate with members of the team in the field of leisure». The main criterion of the cognitive component is the variable «knowledge — ignorance of the characteristics of the team members» [9].

The results of such a test can be supplemented with a visual-analog expression of various indicators characterizing certain aspects of the socio-psychological climate in the team. The subject is offered three parameters to evaluate: coherence, compatibility, and success in completing tasks. Depending on the specific problems in a particular department, he can add any indicator to this list at his discretion. Teamwork is the coherence in the work between partners, i.e. the best combination of their actions in time and space. It determines the focus on results, the productivity of interaction, satisfaction with work with a partner and minimal emotional and energy costs. Compatibility is an optimal combination of the properties of the participants in the interaction, the ability of the group in this composition to work conflict-free and in concert. Its main component is emotional – satisfaction with communication with a partner, high emotional and energy costs. Compatibility defines good interpersonal relationships. Finally, success is a condition that appears as a result of or in anticipation of achieving success. To this definition is added «the possession of methods that ensure a high result in achieving the goals set.»

There is a sociometric technique developed by J. Moreno. It is used to diagnose interpersonal and intergroup relationships in order to change, improve and improve them. Sociometry is used to study the typology of social behavior of people in group activities, on the basis of which it is possible to form conclusions about the socio-psychological compatibility of members of specific groups. The purpose of this technique is to determine the socio-psychological climate in the team, the degree of cohesion or disunity of the group, the presence of «leaders» and «rejected».

The head of the organization needs to periodically and systematically assess the internal organizational climate. Taking into account the fact that there is no single correct and effective methodology in all cases, an important task of a manager is to select the tools most suitable for the current situation and a specific work team. Sometimes several techniques can be used simultaneously to get a more complete picture of the existing microclimate in the organization.

One of the important directions in managing the socio-psychological climate in an organization is to control the level of conflict. Negative trends often form within the workforce, the causes of which are usually associated with an increased level of this indicator and emotional tension. Such phenomena have a particularly acute effect on the effectiveness of employees, since an unfavorable psychological background reduces the level of concentration, initiative and creative thinking.

It is advisable to build the conflict resolution process in stages. First, when contradictions arise between individual employees, which begin to affect a wider range of participants and affect work processes, management needs to pay timely attention to the situation and prevent its further escalation. Secondly, it is important to assess the degree of readiness of the parties for an open dialogue and constructive discussion of the differences that have arisen in the format of negotiations.

At the next stage, the content of the conflict is identified: its subject is determined, key causes and related factors contributing to its development are identified. During this analysis, the positions of the parties are formed, the main points of disagreement are identified, as well as possible areas of compromise and convergence of interests. Next, alternative conflict resolution options are being developed, involving an assessment of the potential costs and consequences for each participant.

The final stage is the adoption of an agreed decision aimed at eliminating contradictions and restoring working relationships. In order to minimize the risk of repeated disagreements, it is advisable to record the agreements reached [7].

Maintaining a friendly and supportive atmosphere, as well as the development of informal forms of interaction – joint events, corporate initiatives, creative and leisure activities – helps strengthen team ties and better unleash the creative potential of employees.

Thus, it becomes clear that organizations, in an effort to improve their own efficiency, can benefit significantly from such personnel development activities in the framework of employee interpersonal relationship management. They may look like self-study, that is, they contain components such as the need to expand the range of knowledge and skills in a particular field, the search for answers to specific questions that arise in the course of professional activity, the employee’s desire to practice doing something else in a safe situation, the employee’s desire to get a great effect from his past. experience. In other words, in the formation and transformation of competencies, i.e. knowledge, skills and abilities that seem necessary for further progress.

Of particular interest are the following modern tools aimed at increasing staff engagement, developing the socio-psychological climate of the organization:

–  Seminars, trainings and special exercises on the development of communication skills, on studying the specifics of the enterprise, training in technologies of behavior in stressful situations. An important element is that each employee can identify all their dissatisfactions and complaints about any things that they do not like within the organization in order to avoid further misunderstandings.

–  Specially designed business role-playing games aimed at team building, building and strengthening team spirit.

–  The necessary introductory conversation of the new employee with the HR manager, supervisor, colleagues to clarify work issues that may arise in the future [3].

In conclusion, it should be emphasized that human resource management is one of the key areas of activity of a modern organization and is an essential condition for its sustainable economic development. In conditions of high competition and a dynamically changing external environment, the efficiency of using labor potential often becomes more important than even improving technical and technological processes. In order to achieve high performance results for the organization as a whole and increase the productivity of individual employees, it is advisable to apply personnel management methods in their entirety, since the use of individual impact tools in isolation often does not provide the desired effect.

The analysis of theoretical approaches to organizational behavior allows us to conclude that each of the basic models of personnel management demonstrates effectiveness in certain conditions and managerial situations. At the same time, the modern model of organizational behavior is characterized by the greatest versatility, since it integrates the most effective elements of previous concepts and is focused on balancing the interests of the individual and the organization. Within the framework of this model, the interaction of an employee and a company is considered as a process of mutual development, during which not only the realization of the individual potential of employees is achieved, but also the sustainable development of the organization itself, aimed at achieving strategic goals and improving overall performance.

The effectiveness of the organization’s functioning is largely determined by the degree of optimal use of personal and group resources of the team. The formation and maintenance of a favorable socio-psychological climate has a significant impact on the results of work, the level of employee engagement and the disclosure of their professional and creative potential. In this regard, the management level needs to regularly monitor the psychological atmosphere in the team, timely identify and eliminate the prerequisites for conflicts, as well as build preventive work aimed at preventing destructive situations and strengthening teamwork.