Work culture of employees as a factor of corporate strategy implementation in transport enterprise management[Культура Труда Работников Как Фактор Реализации Корпоративной Стратегии Управления Транспортным Предприятием]

The article reveals the features of the work culture of transport enterprises employees, analyzes their attitude to work and the level of readiness for innovations implemented in the industry. The study of the work attitudes of employees revealed the presence of obstacles in relations between managers and company personnel, which complicates the development of the enterprise, implementation of corporate strategies and introduction of innovations and technologies. This problem requires profound study to identify new tools and management methods aimed at selection of active employees who are able to diagnose and propose ways to resolve the situation. The idea of modernization and innovation of the economy, according to the authors, can be implemented in the context of effective business strategies and models of corporate management to update the issues of transformation of the existing work culture at the enterprise and to promote the search for new forms of organizational relations. The theoretical and methodological basis of the study includes the fundamental provisions of sociology and economics of labor, management and management theories, as well as the principles of systemic and functional analysis. The empirical basis of the study is the data from the official documents, statistics and corporate reports on the activities of the organization, the results of a survey among employees of enterprises in the transport industry in the city of Yekaterinburg and the Sverdlovsk region (654 people were interviewed). As a result of the study, it has been found that among the difficulties and barriers to the implementation of the corporate management strategy, one can single out a low level of readiness for changes and insufficient innovative potential of all categories of personnel. This is expressed in the absence of active strategies for adaptation to organizational changes and innovations and passive reaction to the anticipated difficulties. The authors note the possibility of value disorientation of modern employees because of the transformation of work culture and increase of the requirements for the quality of organizational relations on the part of personnel and the impossibility of managers to meet these requirements. The respondents make the opposition between the attitude to work as an opportunity to unlock labor potential and the attitude to work as a set of specific conditions and demands of labor activity. Labor has more positive attitudes than work, which creates the prerequisites for the conflict between the manager and subordinates. Insufficient involvement of employees in decision-making processes and the ability to take initiative creates a mismatch in the actions of subjects and objects of managerial influence. In the long term, such a situation may create difficulties in the implementation of corporate, particularly innovative, strategies, and the strategies for human resource management, since it excludes a critical assessment of the proposed innovations and implies greater resistance from the staff.