Assessing the State and Efficiency of Social Capital of Ukrainian Enterprises

The negative nature of social capital, formed in the field of entrepreneurship, has a bad effect on the reputational component of the Ukrainian economy. At the same time, the unresolved issue of quantitative assessment of the social capital of enterprise makes it impossible to clearly identify its condition, problem areas and the formation of a management system. The aim of the work is to determine the structure and key indicators of the social capital of enterprise; to carry out an assessment of social capital of enterprises of Ukraine on the basis of the proposed methodology; to obtain practical results for further formation of the system of management of social capital of enterprise. The study was based on the principles of system approach and was carried out on the basis of a questionnaire survey using methods of analysis and synthesis, logical generalization, tabular and graphical methods of presenting information, as well as the method of grouping and systematization. A critical analysis of the literature on the issues under study allowed to allocate some comments on the existing proposals for assessing the social capital of enterprise: most of the indicators are data from a questionnaire survey; combining human capital and social capital indicators; too many indicators, which makes the assessment process quite time-consuming, etc. Taking into account the existing proposals of scientists and critical remarks on them, the authors have formed their own approach to assessing the state and efficiency of the social capital of enterprise, which is based on the following principles: hierarchy, structuring, dynamism, generalization, consistency, balance, integration and complexity. The current approach is more structured and succinctly describes the key system of indicators by assessment levels. The division of the social capital of the enterprise into states (potential or realized) allows to assess the impact of the social capital of the enterprise on the results of activity. The assessment is reduced to a complex indicator, but at the same time allows us to analyze individual components and structural levels of social capital. In the prospect of implementing this approach at the enterprise, we consider it expedient to ask some of the questions to employees, for example, regarding their views on trust in the team, and compare the answers obtained. Own observations show that employees often estimate the same situation differently, which leads to the deformation of social capital at the enterprise. In general, the obtained results are an important information source for the development of a system for managing the social capital of enterprise, which will be the subject of further scientific research by the authors.