The dissertation focuses on theoretical, methodological, and practical aspects of improving the organizational and economic mechanism for developing the human resource potential of agricultural enterprises. The research aims at systematizing concepts and forming a methodological approach to human resource management, considering modern challenges in the agricultural sector.The first section of the dissertation provides an analysis and improvement of the organizational and economic foundations for developing the human resource potential of agricultural enterprises. The author clarifies and systematizes key concepts, such as "personnel," "human resource potential," "human resource value," "potential benefits and losses," and "development of human resource potential of agricultural enterprises." It is proposed to consider human resource potential as a set of opportunities, prospects, and competitive advantages formed by enterprise personnel. The author defines the development of human resource potential as a complex set of measures aimed at improving the quality and efficiency of personnel work. A theoretical model for developing human resource potential is proposed, which includes short-term (operational) and long-term (strategic) cycles. It is proven that the effectiveness of the long-term cycle depends on the integration of continuous learning systems, the development of leadership qualities in personnel, and the use of digital technologies for monitoring and evaluating human resource potential.The second section of the dissertation is dedicated to analyzing the current state and utilization of the human resource potential of agricultural enterprises. A methodological approach has been developed to assess the impact of the agricultural sector on economic development using international statistical databases. The analysis was conducted using data from countries with different income levels (high and lower-middle income), which revealed correlations between added value, employment, and economic growth. It was established that in high-income countries, the agricultural sector positively impacts economic development, whereas in lower-middle-income countries, the growth of the agricultural sector does not always positively affect the economy. Analyzing Ukraine's agricultural sector revealed structural issues, particularly low profitability, inefficient cost management, and pricing policies, leading to a decrease in added value.In the third section, a model for transforming human resource potential into human capital is proposed, based on clearly distinguishing between the concepts "human resource potential," "human capital," and "human resource capital." The proposed model includes stages of forming human resource capital through investments in education, professional development, personnel motivation, innovation implementation, and adaptation to changing market conditions. Additionally, an improved algorithm for evaluating human resource potential using the 360-degree feedback method, which incorporates expectations from internal and external stakeholders, has been developed, allowing for more effective management of human resources.The author presents a new organizational and economic model for developing the human resource potential of agricultural enterprises, oriented towards the concept of "value-added agriculture." This model includes organizational and economic measures aimed at maximizing human capital to enhance labor productivity and create added value. Methodological recommendations have been developed for implementing strategic human resource management, effective motivational systems, and innovative labor organization approaches.The research results offer scientific novelty and practical significance, contributing to improving the efficiency and competitiveness of agricultural enterprises through enhanced personnel policies.
Keywords: human resource potential, organizational and economic mechanism of development, agricultural enterprise, labor productivity, added value, human resource capital, human capital.
