Value-Oriented HR Management as an Element of the Resource Strategy of Enterprises
Pylypenko D. V., Podoliakin S. M.

Pylypenko, Dmytro V., and Podoliakin, Serhii M. (2025) “Value-Oriented HR Management as an Element of the Resource Strategy of Enterprises.” The Problems of Economy 3:208–215.
https://doi.org/10.32983/2222-0712-2025-3-208-215

Section: Economics and Enterprise Management

UDC 658.3:331.101

Abstract:
The article considers value-oriented human resource management (VOHRM) as a key element of the modern conception of enterprise development, combining economic efficiency with social responsibility and the formation of corporate culture. The main idea of the approach is to recognise staff as a strategic asset capable of forming unique competitive advantages for the organisation. VOHRM differs from traditional management models in its focus on internal motivation, employee engagement and trust, as well as partnership between management and staff. The key features of the approach are value integration, people-centredness, ethical management practices, a focus on long-term development and trust building, which ensures the stability of the internal environment and the ability of the enterprise to adapt to external changes. The article highlights the main components of value-oriented management: a system of corporate values, motivational policy, communication culture, leadership, competence development, and social responsibility. The role of corporate values in determining ethical and behavioural norms of interaction is emphasised, while the motivation policy combines material and non-material incentives, which contributes to increasing employee engagement and developing social capital. Considerable attention is paid to communication processes and leadership, which build trust, inspiration and a sense of shared purpose. Integrating VOHRM into a company's resource strategy creates synergy between human, financial, material, information, intellectual, and intangible capital. This helps boost productivity, encourage innovation, and strengthen organisational resilience. The article presents a systemic model of the relationship between VOHRM and resource strategy, which illustrates how corporate values, management decisions and communication links ensure the effective use of resources and the implementation of strategic goals. The proposed approaches demonstrate that value-oriented human resource management is not a separate function, but an integral part of the resource architecture of an enterprise, which determines its ability for innovative development, self-improvement and the formation of sustainable competitive advantages in a dynamic business environment.

Keywords: value-oriented human resource management, corporate values, motivational policy, human capital, enterprise resource strategy, organisational sustainability, innovation.

Fig.: 2. Tabl.: 3. Bibl.: 17.

Pylypenko Dmytro V. – Postgraduate Student, Department of Economics and Business Administration, V. N. Karazin Kharkiv National University (4 Svobody Square, Kharkіv, 61022, Ukraine)
Email: dimapilipenko123321@gmail.com
Podoliakin Serhii M. – Postgraduate Student, Department of Economics and Business Administration, V. N. Karazin Kharkiv National University (4 Svobody Square, Kharkіv, 61022, Ukraine)
Email: podolyakin76@gmail.com

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