Regimes of work and rest, their types. Prevention of industrial injuries and occupational diseases at road transport enterprises. Ensuring optimal work and rest regimes for drivers and repair workers Normal rest regime, etc.

Overtime work must not exceed 4 hours for each employee on two consecutive days and 120 hours per year.

Engaging an employee to work overtime by an employer without his consent is allowed in the following cases:

1) during the performance of work necessary to prevent a catastrophe, industrial accident or eliminate the consequences of a catastrophe, industrial accident or natural disaster;

2) when performing socially necessary work to eliminate unforeseen circumstances that disrupt the normal functioning of water supply, gas supply, heating, lighting, sewerage, transport, communications systems;

3) in the performance of work, the need for which is due to the introduction of a state of emergency or martial law, as well as urgent work in emergency conditions, that is, in the event of a disaster or threat of disaster (fires, floods, hunger, earthquakes, epidemics or epizootics) and in other cases, endangering the life or normal living conditions of the entire population or part of it.

In other cases, overtime work is allowed with the written consent of the employee and taking into account the opinion of the elected body of the primary trade union organization.

To date, the labor legislation enshrines one type of general breaks during the working day (shift) - a break for rest and meals (Article 108 of the Labor Code of the Russian Federation). In practice, rest and meal breaks range from 30 minutes to one hour, depending on the shift schedule and the mealtime opportunities the employer has created. As a rule, a break for rest and meals is provided no later than four hours after the start of work. The break time for rest and meals is not included in working hours and is not paid, therefore the employee has the right to use it at his own discretion, and therefore to leave the workplace during the break, including leaving the employer's territory. The refusal of the employee from his right to use the break for rest and food and voluntary performance of his work duties, does not give rise to the employer's obligation to pay for the corresponding time. If the duration of the work shift is more than eight hours, then the employee may be provided with two or more breaks for rest and meals. Working women with children under the age of one and a half years, including those who have adopted a child or have established guardianship over him, are provided, in addition to a break for rest and meals, additional breaks for feeding the child, at least every three hours, lasting at least thirty minutes each ( Article 258 of the Labor Code of the Russian Federation). However, taking into account specific circumstances (the state of health of the mother and child, the remoteness of the family's place of residence (or the location of the child during the mother's work) from the place of work and other circumstances affecting the feeding regime), a half-hour break is not always sufficient. In accordance with the medical opinion, its duration may be increased.

The need for such special regulated breaks during the working day is determined, in particular, by sanitary norms and rules, for example, in order to prevent human exposure to harmful production factors when working with video display terminals and personal computers; in addition to breaks for rest and meals, workers should be provided with additional regulated breaks, and the intervals between these breaks and their duration depend on the mode and category of severity and intensity of work; for women, when working in a sitting posture under vibration conditions, breaks of 5-10 minutes should be provided every hour of work to prevent congestion in the small pelvis. Special breaks may also be provided for safety reasons, for example, dispatchers directly controlling air traffic at a control room equipped with a video display terminal are given a special break of 20 minutes after 2 hours of continuous operation.

Rest daily and between shifts is rest after the end of the working day or shift. So if you work in normal working hours, which is 40 hours per week, your working day will usually be 8 hours and 15 minutes. The remaining time will be your daily rest. With a reduced working time (it can be 24 hours, 35 hours, 30 or 36 hours a week), the working day can be six, five, or even less hours.

It is important to remember that if you belong to one of the following categories of workers, the Labor Code of the Russian Federation clearly regulates the duration of your daily work (shift):

if you are an employee aged 15 to 16, then the working day (shift) cannot be more than 5 hours;
if you are an employee between the ages of 16 and 18, then the working day (shift) can be no more than 7 hours;
if you combine, during the academic year, work with training in a general education institution, an educational institution of primary or secondary vocational education, and you are from 14 to 16 years old, then the working day cannot exceed 2.5 hours, and if you are from 16 to 18 years, then 4 hours;
you may be issued with a medical certificate stating the specific length of the work shift that does not adversely affect your health;
if you work in harmful, hazardous working conditions and a reduced working time has been set for you, then the maximum duration of work per day (shift) will be: with a 36-hour working week - 8 hours, with a 30-hour working week or less - 6 o'clock.

Every employee is entitled to weekends, that is, periods of weekly uninterrupted rest. The duration of such a rest, as a general rule, cannot be less than 42 hours.

If you work 5 days a week, then you are given 2 days off, usually in a row, and the general day off is Sunday, and the second day off must be defined in the internal labor regulations of the organization where you work. If you have a 6-day working week, then you are given 1 day off - Sunday. If it is absolutely impossible to suspend work on weekends, then you can exercise the right to rest in the following order: weekends will be provided on different days of the week to each group of employees in turn according to the rules of the internal labor schedule. Thus, for you days off can be Tuesday and Wednesday or another day, which for the rest of the workers is a working day.

The list of non-working holidays is defined in the Labor Code:

1, 2, 3, 4 and 5 January - New Year's holidays;
January 7 - Nativity of Christ;
March 8 - International Women's Day;
May 1 - Spring and Labor Day;
May 9 - Victory Day;
June 12 - Day of Russia;
November 4 - National Unity Day.

Non-working holidays are not a reason to reduce your wages. However, this rule applies only to those employees who receive a salary (official salary).

"The presence of non-working holidays in a calendar month is not a reason for reducing the wages of employees receiving a salary (official salary)" - this rule is established by the Labor Code of the Russian Federation. Therefore, if your salary is not a salary (official salary), then this rule does not apply to you. For non-working holidays on which you did not work, the employer is obliged to pay you additional remuneration. This applies to workers who have established any system of remuneration, other than the time-based and time-bonus, which presuppose that the employee receives a salary - piece-rate, piece-bonus, and others.

The duration of the main annual paid leave is at least 28 calendar days;

Annual additional paid vacation

The need to provide such leave is due to the nature and conditions of work, which require a lot of effort from the employee. He can restore such strength using the additional vacations provided to him for rest. Additional annual paid vacations are also needed to neutralize the impact on you of unfavorable factors, the conditions in which you work, including those caused by the work schedule and climate.

This type of vacation is granted to the following categories of employees:

employees engaged in work with harmful and (or) hazardous working conditions;
employees with a special nature of work;
employees with irregular working hours;
employees working in the Far North and equivalent areas;
in other cases stipulated by federal laws.

One of the mandatory requirements for working conditions in production is a rational, scientifically grounded regime of work and rest. An irrational mode of work and rest leads to a loss of working time, a decrease in hourly labor productivity, especially in the second half of the working day and at the end of the shift; absenteeism due to illness caused by fatigue; termination of work in a specialty before reaching retirement age; weakening of labor activity; an increase in industrial injuries, etc.

Work and rest is an orderly alternation of work time and breaks to relieve fatigue. It is a factor in working conditions that affects the severity and intensity of work. For example, work at night, all other things being equal, is considered difficult and is contraindicated in adolescents. It is also considered difficult to work in the mode of extended shifts (12 or more hours in a row). Rationalization of work and rest regimes is an effective means of reducing the severity, tension, and harmfulness of work. The correct physiological and socio-economic substantiation of the work and rest regime guarantees a stable high working capacity, the preservation and strengthening of the health of workers, improves the mood of people, opens up wide opportunities for continuing education, cultural recreation and entertainment, and raising children.

Depending on the working period, there are annual, weekly, daily and shift work regimes. They are all interconnected. So, efficiency in the annual working period depends not only on the duration and form of the annual paid vacation, but also on how a person rests during each week, day and shift. This should be taken into account when developing any measures to rationalize work and rest regimes.

The performance of a person in any working period is not the same. At the beginning of the period, it is less than the average level, but gradually increases. This is mainly due to the fact that the dynamic stereotype acquired as a result of repeated repetition of habitual work in run and working dynamic during a break in work is partially destroyed and upset. The longer the break in work, the racial lunch break, the break between shifts, weekends, vacation), the more, other things being equal, the more the working dynamic stereotype is destroyed, the longer the period of work. After training, a period of stable high performance begins, which is replaced by a period of decline in performance under the influence of fatigue accumulated in the body.

It has long been noticed and subsequently proved by repeated experiments that the efficiency in individual phases, the total output for the entire working period, the degree of fatigue of workers depend on the mode of work and rest. Timely and correct rest preserves strength, contributes to the maintenance of high labor productivity, and improves mood. The goal of rationalizing the work and rest regime is to achieve the maximum stable working capacity of the body for a long period of time without overstraining the body, without prejudice to health.

In the annual working period, working capacity above the monthly average is observed in the cold season (from October to March). In the spring-summer period, it decreases markedly as a result of the influence of the temperature factor. It also significantly decreases before the onset of vacation under the influence of accumulated fatigue, as well as in connection with the restructuring of the body.

All this should be taken into account when organizing the annual regime of work and rest. It is advisable to plan a vacation for a warm period of the year (spring, summer, early autumn), when the working capacity is lower, and the conditions for its recovery are more favorable than in winter. The form of vacation should be chosen taking into account the need to change the environment. Vacation should be as active as possible, and its content should be different in nature from daily work.

When developing weekly work and rest regimen at machine-building enterprises, one should proceed from the weekly norm of working time established by the law (currently it is 40 hours for favorable working conditions, 36 or less hours for difficult and harmful working conditions) and the shift schedule of the enterprise.

In mechanical engineering, a two-shift mode of operation of enterprises prevails, and the second shift, in terms of the number of workers employed in it, is often much less intense than the first. The third shift in the main areas is organized, as a rule, in exceptional cases and for a short time. Efficiency in the second shift, provided that it ends before 24 hours, slightly decreases in comparison with the first shift and practically does not affect the daily rhythm of physiological processes in the body. Therefore, the order of transition from the first shift to the second, and vice versa, is of no fundamental importance. Usually workers rotate in shifts every week.

With a five-day work week, an 8-hour work day is preferable with the transfer of the underutilized one hour per week to one of the Saturdays by adding up. It could be the 6th, 7th or 8th Saturday. In large industrial centers, the city council usually establishes a single weekly work schedule for all enterprises and organizations for a whole year, adapting the work schedules of public transport to it.

When organizing daily work and rest it is necessary to proceed from the fact that working capacity has the highest level in the period from 8 to 18 hours and the lowest - from 3 to 5 hours. Therefore, work at night is undesirable due to low productivity and overwork of the body. The second shift should end no later than 24 hours. If it is necessary to organize work in the second and third shifts, it is necessary to prepare especially carefully and provide shift tasks. In order to reduce the number of workers staying at work at night, meal breaks are either not provided or reduced to a minimum. It is advisable to deliver hot food directly to the workplace.

It is most difficult to organize a work and rest regime during the working day. In accordance with the methodological instructions of the Research Institute of Labor, the scientific substantiation of the total time for rest, the number and time of individual breaks is carried out as follows. First of all, a contingent of workers is selected whose working conditions and complexity should be as similar as possible. Then, through careful observation and measurement, the presence of factors affecting fatigue is revealed. For each of these factors, limit values for rest time are set as a percentage of operational time.

Guided by the methodological recommendations of the Research Institute of Labor and based on the actual levels of fatigue factors and standards of time for rest, they set the time for rest for each factor and the total time for rest as a percentage of the operational time, as well as in minutes.

The total rest time must be divided into separate breaks and the time of appointment of these breaks must be chosen so that the total shift productivity of the worker is maximized and fatigue is minimal.

The introduction of scientifically grounded work and rest regimes is usually preceded by work to bring the parameters of production factors to sanitary standards, to rationalize the labor process in accordance with psychophysiological requirements, as well as to comply with: conditions conducive to high productivity of both physical and mental work. These conditions include:

public recognition of the usefulness of work, supported by material and moral encouragement;

gradual entry into work and a consistent increase in the power and speed of nervous and motor reactions;

the beginning of work with the simplest elements, with the transition from fragmentary to a more holistic mastery of the subject;

observance of the rhythm of work;

the correct alternation of work and rest during not only the work shift, but also the day, week, year.

The main principles of designing intra-shift work and rest regimes for workers of various types of work are as follows:

rational alternation of work with rest in all types of work without exception;

improvement of work and rest regimes for manual and mental workers on a unified scientific and methodological basis, taking into account changes in working capacity;

with an increase in the intensity of labor in connection with a reduction in the length of the working day, the time for rest should not decrease, but increase;

the form and duration of rest should be such that maximally limit the development of fatigue and ensure high performance throughout the entire work shift.

In the process of labor, working capacity, i.e. a person's ability to work of a certain kind, and, accordingly, the functional state of the body is subject to changes. Maintaining performance at an optimal level is the main goal of a rational regime of work and rest.

The mode of work and rest is the order of alternation of periods of work and rest and their duration established for each type of work. A rational regime is such a ratio and content of periods of work and rest, in which high labor productivity is combined with a high and stable working capacity of a person without signs of excessive fatigue for a long time. This alternation of periods of work and rest is observed in different periods of time: during the work shift, day, week, year in accordance with the operating mode of the enterprise.

One of the main issues in establishing rational modes of work and rest is to identify the principles of their development. There are three such principles:

· Satisfaction of production needs;

· Ensuring the greatest human performance;

· Combination of public and personal interests.

The first principle lies in the fact that when choosing the optimal mode of work and rest, it is required to determine such parameters that contribute to the better use of production assets and ensure the highest production efficiency. Work and rest modes are built in relation to the most rational production mode in order to ensure the normal flow of the technological process, the fulfillment of the specified production volumes, high-quality and timely scheduled maintenance and inspection of equipment while reducing its downtime during working hours.

Second Principle states that it is impossible to build work and rest regimes without taking into account a person's working capacity and the body's objective need for rest in certain periods of his labor activity. In order to take into account the physiological capabilities of a person (within the framework of the requirements for labor protection and working hours established by law), such an order of alternation of work and rest time should be developed, and their duration should be determined that would ensure the greatest working capacity and labor productivity.

The third principle assumes that the regime of work and rest should have been focused on ensuring that the personal interests of workers and certain categories of workers (women, youth, students, etc.) are satisfied to a certain extent.

In this regard, it should be noted that a scientifically grounded regime of work and rest at enterprises is such a regime that best ensures the simultaneous combination of increasing labor efficiency and labor productivity, preserving the health of workers, and creating favorable conditions for the all-round development of a person.

The development of a work and rest regime is based on solving the following issues: when should the breaks begin and how much; how long each should be; what is the content of the rest.

The dynamics of human performance is the scientific basis for the development of a rational regime of work and rest.

When constructing weekly regimes of work and rest, one should proceed from the fact that a person's working capacity is not a stable value during a week, but is subject to certain changes. Based on the knowledge of changes in the weekly performance curve, a number of practical issues can be addressed. The nature of the weekly performance curve justifies the advisability of establishing a working period of no more than six days.

With a five-day work week with two days off on Saturday and Sunday, the nature of changes in working capacity remains. However, due to a two-day break in work, some violation of the dynamic stereotype may occur, and the period of work at the beginning of the week may be more significant.

In the annual cycle, as a rule, the highest efficiency is observed in the middle of winter, and in the hot season it decreases.

To develop new modes of work and rest and improve existing ones, it should be based on the characteristics of changes in working capacity. If the working hours coincide with the periods of highest efficiency, the worker will be able to get the most of the work with the minimum energy consumption and the minimum fatigue.

The operating mode of the enterprise provides for the number of shifts per day, the duration of the shift in hours, the duration of the working week and the total working time of the enterprise, workshop, during the calendar period (day, month, quarter, year). Based on this, work and rest regimes are subdivided into intra-shift, daily, weekly and annual.

Intrashift work and rest- the order of alternation of work and rest time during the work shift. The basis for the development of any intra-shift work and rest regime is the dynamics of working capacity. When developing an in-shift mode of work, taking into account the production conditions and the characteristics of each specific type of work, the total amount of time for rest, the distribution of this time during the shift (breaks in work and their duration), the nature of rest are determined.

It is necessary to distinguish between the total time for rest and personal needs (determined by the relevant standards) and the time for regulated breaks.

The duration of rest during the shift (regulated breaks) depends mainly on the severity of the work and the conditions for its implementation. In accordance with the recommendations of physiologists, when determining the duration of rest during working hours, it is necessary to take into account the following ten production factors that cause fatigue: physical effort, nervous tension, pace of work, working position, monotony of work, microclimate, air pollution, industrial noise, vibration, lighting. Depending on the strength of the influence of each of these factors on the human body, the time for rest is set.

The on-shift work and rest schedule should include a lunch break and short rest breaks. Rest should be regulated, as it is more effective than breaks occurring irregularly at the discretion of the employee.

Lunch break associated with the body's natural need for rest after several hours of work and the need for food. It prevents or reduces the decrease in performance that occurs in the middle of the working day, due to the accumulated fatigue during the first half of the shift. Its effectiveness depends on the correct timing of the break, duration, content and organization.

When setting a lunch break, it is recommended to be guided by the following requirements: you need to provide a lunch break in the middle of a work shift or with a deviation of up to one hour; the duration of the lunch break should be set at 40-60 minutes, so that the employee can use no more than 20 minutes for eating, and use the rest of the time for rest. Thus, the lunch break consists, on the one hand, of the amount of time required to restore physiological functions to a certain level, ensuring the removal of fatigue, and on the other hand, of the amount of time required for a normal meal. If a lunch break is established shortly after the start of the working day (during the training phase or in the phase of high stability of working capacity), then it is not beneficial and even harmful, since it interferes with the normal formation of the working attitude of the body. With continuous technological processes (chemical, metallurgical, bakery and other enterprises), in underground work in the coal industry, etc., it is necessary to provide for a substitution during the lunch break.

Short breaks for rest are designed to reduce the fatigue that develops during labor. Unlike the lunch break and breaks for personal needs, they are part of the working time and are assigned simultaneously to the collective of the entire workshop or site. When developing them, it is necessary in advance to solve the following issues in each case: total time for regulated breaks; duration of one break; time of appointment of breaks; rest content (active, passive, mixed).

The harder and more strenuous the work, the earlier in relation to the beginning of the stage of developing fatigue, regulated breaks should be introduced.

Thus, in each specific case, an appropriate typical mode of work and rest is selected, either according to the indicator of fatigue, established on the basis of physiological research data, or according to the indicator of a quantitative assessment of working conditions, obtained by calculation, based on an assessment of individual factors of working conditions.

Psychophysiological rationale

Work and rest regime - this is a routine that regulates a certain alternation of work and rest time during the shift, week, month, year.

The main objectives the development of rational modes of work and rest are to ensure high efficiency, preserve the health of the employee, create favorable conditions for the development of his personality, as well as the effective use of production facilities.

The psychophysiological substantiation of work and rest regimes acts as certain restrictions on the human factor - taking into account the requirements of the physiology and psychology of work, the dynamics of a person's work capacity, the need to fully restore work capacity during rest.

When developing work and rest regimes, a number of general requirements are taken into account, namely:

· Rational alternation of work and rest at all jobs and for all groups of workers;

· Taking into account the psychophysiological characteristics of certain age and gender groups (primarily adolescents, as well as women - pregnant women with young children);

· The establishment of time for rest and the organization of its implementation, taking into account the loads experienced during work, due to the conditions and content of work;

· Regulation of not only the frequency and duration of rest, but also its organization during the shift;

· The unity of methods and principles for determining the number and duration of rest breaks.

Intrashift work and rest regulates the start and end times of a shift, its duration, the total duration of rest breaks, the size of individual breaks, and their distribution throughout the shift.

In accordance with the daily dynamics of working capacity, it is recommended to set the beginning of the first shift (with an intermittent work schedule) - not earlier than from 6 o'clock in the morning; the end of the last shift - no later than 24 hours. The normal duration of a shift is 8 hours, but depending on working conditions, it can be reduced to 6 hours, and in some cases, up to 4 hours.

The legislation provides for a reduction in the duration of the shift for adolescents: between the ages of 15 and 16 - by 2 hours, under 18 - by 1 hour.

Since the working capacity at night is reduced, fatigue develops faster, the duration of night shifts is reduced by 1 hour (without further working off). Night shifts include those in which at least 50% of the working time falls on the night (from 10 pm to 6 am).

Intra-shift rest breaks include micro-pauses, regulated breaks, and a lunch break.

Micropause- spontaneously arising short, several seconds long breaks between operations, work, caused by the need for a certain restructuring of the nervous system during the transition from one action to another.

Regulated rest breaks are designed to prevent a rapid decline in performance. They are included in working hours; when calculating labor standards, their duration is included in the time standard.

Lunch break, lasting from 30 minutes to 1 hour, is not included during the shift and is intended for eating and resting. It is recommended to install it approximately in the middle of the shift.

Weekly work and rest schedule provides for the procedure for granting days off.

It is advisable to provide days off constantly after an equal number of working days. The main type of the working week is 5 days with two days off.

Shift schedules determine the alternation of shifts, the order and frequency of transition from shift to shift.

The most common shift from shift to shift is after 5-6 days of work, after the weekend. This provides time for restructuring the worker's biological circadian rhythms. If the duration of the weekly rest is not the same, it is recommended to provide a longer one after night shifts.

Also available annual work and rest schedule which includes holidays and vacations. Annual paid leave, in accordance with the law, is at least 24 working days per 6-day working week. Additional paid vacations are granted to those employed in hazardous working conditions, working in the Far North and in localities equated to them, for certain categories of workers whose work is associated with increased nervous stress (research, educational institutions and a number of others).

The modes of work and rest should be systematically revised taking into account changes in technology, working conditions, the level of its mechanization, and the structure of the labor process.

The effectiveness of the rest significantly depends on the organization of its conduct. Distinguish active and passive rest .

Active- involves either a change of activity, or recreation with physical activity - tourism, sports, etc. Speaking about the change of activity, it should be noted that such events are most effective among young workers. In simple jobs, the change of activity can be carried out during the shift, before the drop in working capacity. If the work requires a longer workout, it is advisable to carry out a change of activity within a week or every week of the month, it is better after a weekly or daily rest. A change in activity gives an effect only if the employee fully masters the combined profession. Active rest is recommended, first of all, for persons engaged in work with predominantly mental stress, high nervous tension. Since during mental labor, the nerve cells of the cerebral cortex work especially intensively, which do not have a large supply of nutrients, but consume oxygen dozens of times more than the cells of other organs, it is very important to saturate the body with fresh, oxygen-rich air.

Active rest includes industrial gymnastics.

Introductory gymnastics is carried out at the beginning of the working day to speed up the switching of the functional systems of the body for the upcoming work (6-8 exercises for 5-7 minutes at a pace slightly higher than the upcoming activity).

Physical culture breaks are carried out during the working day for those working in conditions of limited mobility, in a forced working position (5-10 minutes from one to three times per shift).

Physical education minutes(2-3 exercises in 2-3 minutes) are used to relieve tension of individual organs, with great nervous stress.

Passive rest involves the restoration of working capacity in a calm state of the body - it is appropriate for those engaged in heavy physical work, work performed while standing or associated with constant transitions. Rest should be carried out in specially designated places - rooms, corners, recreation areas. Here, the optimal light regime, microclimate should be maintained, isolation from noise, vibration, and other harmful factors should be provided, living conditions should be created - comfortable furniture, audio equipment, kettles and tea utensils, washbasins, installations with carbonated water, etc. psychological measures to relieve fatigue .

Autogenic training(a set of techniques for mental self-regulation of muscle relaxation) allows you to correct the emotional state, increase mental tone, concentrate attention, and reduce nervous tension. It is carried out under the guidance of a specialist who selects the posture, techniques and verbal formulations of self-hypnosis. Psychological (emotional) relief rooms are equipped with armchairs where you can sit reclining. Color and light interiors are selected in tones that create associations with nature, photo wallpapers, color slides depicting pictures of nature are used. During the rest, a session of psychotherapeutic suggestion (in person or by tape recording) is carried out, accompanied by specially selected music. During the session, which lasts 18-20 minutes, the content, volume, tempo of the music, the level of illumination, and the posture of the guests change three times.

Specially selected programs functional music are used to switch workers to future activities and create a positive emotional mood at the beginning of the day (“counter music” before the start of the shift), reduce the working period (15-20 minutes at the beginning of the shift and after the lunch break), prevent and relieve fatigue and monotony (from 3 to 5 gears, 12-20 minutes each during a shift). Music causes changes in the functioning of the autonomic nervous system, electrical activity of the brain, the performance of individual muscle groups, contributes to the optimal expenditure of human energy, and prevents emotional breakdowns. It is not recommended to use functional music at work that requires concentration, with increased noise, and heavy physical exertion. It should be borne in mind that excessive duration, monotony of musical programs can also become annoying factors. The total duration of sounding per shift is set within 1.5 - 2 hours. The broadcasted works should be melodic, sufficiently rhythmic, without sharp dissonances and fluctuations in volume, easy to understand and meet the tastes of employees.

IT IS IMPORTANT TO KNOW!

Article 91. Labor Code of the Russian Federation. Working time concept. Normal working hours.

Working hours - the time during which an employee, in accordance with the internal labor regulations and the terms of the contract, must perform labor duties, as well as other periods of time that, in accordance with the Labor Code of the Russian Federation, other federal laws and other regulatory legal acts of the Russian Federation, refer to working hours.

Normal working hours cannot exceed 40 hours per week.

The employer is obliged to keep a record of the time actually worked by each participant.

Abstract on the topic: Mode of work and rest

Introduction
Physiological foundations for constructing work and rest regimes
Types of work and rest regime
Flexible working hours
Socio-economic efficiency of improving work and rest regimes
Bibliography

Introduction

Joint work requires unity in the distribution of labor in time - by hours of the day, days of the week and longer periods of time.

The establishment of the socially necessary duration of working time and its distribution by calendar periods at the enterprise are achieved when developing rules that provide for the order of alternation and the duration of the period of work and rest. This order is usually called the mode of work and rest.

One of the main issues in establishing rational modes of work and rest is to identify the principles of their development. There are three such principles:

satisfaction of production needs;
ensuring the greatest human performance;
combination of public and personal interests.

The first principle is that when choosing the optimal mode of work and rest, it is required to determine such parameters that contribute to the best use of production assets and ensure the highest production efficiency. Work and rest modes are built in relation to the most rational production mode in order to ensure the normal flow of the technological process, the fulfillment of the specified production volumes, high-quality and timely scheduled maintenance and inspection of equipment while reducing its downtime during working hours.

The second principle says that it is impossible to build regimes of work and rest without taking into account a person's working capacity and the body's objective need for rest in certain periods of his labor activity. In order to take into account the physiological capabilities of a person (within the framework of the requirements for labor protection and working hours established by law), such an order of alternation of work and rest time should be developed, and their duration should be determined that would ensure the greatest working capacity and labor productivity.

The third principle assumes that the mode of work and rest should be focused on accounting and ensuring, to a certain extent, the satisfaction of the personal interests of workers and certain categories of workers (women, youth, students, etc.).

In this regard, it should be noted that a scientifically grounded regime of work and rest at enterprises is such a regime that best ensures the simultaneous combination of increasing labor efficiency and productivity, maintaining the health of workers, creating favorable conditions for the all-round development of a person.

Physiological foundations of building modeswork and rest

The development of a work and rest regime is based on solving the following issues: when should breaks be appointed and how many; how long each should be; what is the content of the rest.

The dynamics of human performance is the scientific basis for the development of a rational regime of work and rest. Physiologists have established that working capacity is a variable value and this is due to changes in the nature of the course of physiological and mental functions in the body. High performance in any kind of activity is ensured only when the work rhythm coincides with the natural frequency of the daily rhythm of the physiological functions of the body. In connection with the established daily periodicity of vital activity in different periods of time, the human body responds unequally to physical and neuropsychic stress, and its working capacity and labor productivity during the day are subject to certain fluctuations. In accordance with the daily cycle, the highest level of performance is observed in the morning and afternoon hours - from 8 to 20 hours. Minimum performance is at night. The interval from 1 to 3-4 hours of the night is especially unfavorable.

Human performance during a work shift is characterized by phase development. The main phases are:

The phase of activation, or increasing efficiency. During this period, there is a restructuring of physiological functions from the previous type of human activity to production. Depending on the nature of work and individual characteristics, this phase lasts from several minutes to 1.5 hours.
The phase of sustained high performance. It is characteristic for it that relative stability or even a slight decrease in the tension of physiological functions is established in the human body. This state is combined with high labor indicators (increased output, reduced rejects, reduced labor time spent on operations, reduced equipment downtime, and erroneous actions). Depending on the severity of labor, the phase of stable performance can be maintained for 2-2.5 hours or more.
The phase of development of fatigue and the associated decline in working capacity lasts from several minutes to 1-1.5 hours and is characterized by a deterioration in the functional state of the body and the technical and economic indicators of its labor activity.

The dynamics of working capacity per shift graphically represents a curve that grows in the first hours, then passes at the reached high level and decreases by the lunch break. The described phases of performance are repeated in the afternoon. In this case, the activation phase proceeds faster, and the stable performance phase is lower in level and less long than before lunch. In the second half of the shift, the decrease in working capacity begins earlier and develops more strongly due to deeper fatigue.

The dynamics of a person's working capacity throughout the day, week is characterized by the same pattern as for working capacity during the shift. At different times of the day, the human body reacts differently to physical and neuropsychic stress. In accordance with the daily cycle of working capacity, its highest level is observed in the morning and afternoon hours: from 8 to 12 in the first half of the day, and from 14 to 17 in the second. In the evening hours, efficiency decreases, reaching its minimum at night.

In the daytime, the least work capacity is usually noted between 12 and 14 hours, and at night - from 3 to 4 hours.

Reaching the highest level on the third day, working capacity gradually decreases, sharply falling by the last day of the working week. Depending on the nature and severity of work, fluctuations in weekly work capacity are greater or less.

Based on the knowledge of changes in the weekly performance curve, a number of practical issues can be addressed. The nature of the weekly performance curve justifies the advisability of establishing a working period of no more than six days.

In the annual cycle, as a rule, the highest efficiency is observed in the middle of winter, and in the hot season it decreases.

Annual regimes of work and rest provide for a rational alternation of work with periods of long rest. Such rest is necessary because daily and weekly rest does not completely prevent the accumulation of fatigue. Annual leave is established by law. Its duration depends on the severity of labor, but cannot be less than 15 calendar days. It is advisable to use a vacation of up to 24 days at a time, and if it is longer, in two stages.

In accordance with the natural daily rhythm of natural processes, the order of alternation of shifts should also be carried out: morning, evening, night. However, in a number of enterprises that widely use the labor of women, the reverse order of rotation has proven itself well, which allows you to lengthen the annual rest after the night shift: the team from the night shift takes over work in the evening, and then in the morning shift.

To develop new modes of work and rest and improve the existing one should be based on the characteristics of changes in working capacity. If the hours of work coincide with the periods of highest efficiency, then the worker can get the most of the work with the minimum expenditure of energy and the minimum fatigue.

Types of work and rest regime

The operating mode of the enterprise provides for the number of shifts per day, the duration of the shift in hours, the duration of the working week and the total operating time of the enterprise, workshop during the calendar period (day, month, quarter, year). based on this, the modes of work and rest are subdivided into intra-shift, daily, weekly and annual.

Intra-shift work and rest - the order of alternation of work and rest time during a work shift. The basis for the development of any intra-shift work and rest regime is the dynamics of working capacity. When developing an in-shift mode of work, taking into account the production conditions and the characteristics of each specific type of work, the total amount of time for rest, the distribution of this time during the shift (breaks in work and their duration), the nature of rest are determined.

It is necessary to distinguish between the total time for rest and personal needs (determined by the relevant standards) and the time for regulated breaks.

The duration of rest during the shift (regulated breaks) depends mainly on the severity of the work and the conditions for its implementation. In accordance with the recommendations of the Research Institute of Labor, when determining the duration of rest during working hours, it is necessary to take into account the following ten production factors that cause fatigue: physical effort, nervous tension, pace of work, working position, monotony of work, microclimate, air pollution, industrial noise, vibration, lighting ... Depending on the strength of the influence of each of these factors on the human body, the time for rest is set.

The on-shift work and rest schedule should include a lunch break and short rest breaks. Rest should be regulated, as it is more effective than breaks that occur irregularly at the discretion of the employee.

The lunch break is associated with the body's natural need for rest after several hours of work and the need for food. It prevents or mitigates the decline in performance that occurs in the middle of the workday due to accumulated fatigue during the first half of the shift. Its effectiveness depends on the correct timing of the break, duration, content and organization.

When setting a lunch break, it is recommended to be guided by the following requirements: provide a lunch break in the middle of a work shift or with a deviation of up to one hour; the duration of the lunch break should be set at 40-60 minutes, so that the employee would use no more than 20 minutes. for eating, and the rest of the time for rest. It consists, on the one hand, of the amount of time required for the restoration of physiological functions to a certain level, providing the removal of fatigue, and on the other hand, of the amount of time required for a normal meal. If a lunch break is established shortly after the start of the working day (during the training phase or in the phase of high stability of working capacity), then it is not beneficial and even harmful, since it interferes with the normal formation of the working attitude of the body. With continuous technological processes (chemical, metallurgical, bakery and other enterprises), in underground work in the coal industry during the lunch break, it is necessary to provide for a substitution.

Brief rest breaks are intended to reduce the fatigue that develops during work. Unlike the lunch break and breaks for personal needs, they are part of the working time and are assigned simultaneously to the collective of the entire shop or site. When developing them, it is necessary in advance to solve the following issues in each case: total time for regulated breaks; duration of one break; time of appointment of breaks; rest content (active, passive, mixed).

The number and duration of short breaks is determined based on the nature of the labor process, the degree of intensity and severity of labor. The moments of decreased performance serve as a guideline for establishing the beginning of rest breaks. To prevent its decline, a rest break is prescribed before the onset of fatigue.

Thus, it is impossible to establish the time for the introduction of rest breaks at a particular production site without a special examination. But there is one general provision that must be taken into account when appointing breaks: the harder and more intense the work, the earlier, in relation to the beginning of the stage of developing fatigue, regulated breaks should be introduced. In the second half of the working day, due to deeper fatigue, the number of rest breaks should be greater than in the first half of the shift. Physiologists have found that for most types of work, the optimal break duration is 5-10 minutes. It is this break that allows you to restore physiological functions, reduce fatigue and maintain a working mindset. In works requiring a lot of stress and attention, more or less more frequent, but short breaks (5-10 minutes) are recommended; on heavy work with great physical effort - less frequent but longer breaks (up to 10 minutes); on especially heavy work it is necessary to combine work for 15-20 minutes with rest of the same duration.

The short duration of breaks allows not only to delay the development of fatigue, but also to maintain a working attitude. With deep fatigue, it is necessary to go both along the line of increasing the number of breaks and along the line of increasing their duration. But breaks lasting more than 20 minutes violate the already established state of activation.

Rest can be active or passive. Passive rest (sitting, lying) is necessary for heavy physical work associated with constant transitions or performed while standing, especially under adverse environmental conditions. Active rest is recommended for jobs that take place in favorable working conditions. The most effective form of active recreation is industrial gymnastics, that is, the implementation of a special set of gymnastic exercises. Active rest accelerates the restoration of strength, since when the activity changes, the energy expended by the working organ is restored faster.

In each specific case, an appropriate standard regimen is selected either according to the indicator of fatigue, established on the basis of physiological research data, or according to the indicator of a quantitative assessment of working conditions, obtained by a calculation method based on an assessment of individual factors of working conditions.

The daily regimen of work and rest is organized taking into account the regularity of the daily rhythm of human physiological processes. It provides for the establishment of work shifts, the start and end times of work in shifts and the duration of shifts.

In accordance with the daily cycle of physiological functions of the body, the highest level of performance is observed in the morning and afternoon hours. In this regard, the most effective is the work in the first shift. However, two- and three-shift work is used, and in conditions of continuous technological processes, three-shift work is mandatory. In case of multi-shift work, it is recommended to use shift schedules that minimize work at night, which is characterized by minimum efficiency. The nature of weekly and annual work and rest regimes is determined by the adopted system of schedules for going to work (or shift schedules).

In a one-shift mode, work should begin no earlier than 8-9 hours, in a two-shift mode, not earlier than 6 hours (first shift), and end no later than 0 hours (second shift). In a three-shift mode, the night shift must start no later than 0 o'clock.

The weekly (monthly) mode of work and rest includes a schedule of going to work (shift schedule). It is determined by the number of working and non-working days and hours per week (month), the order of alternating working days and days of rest, alternating work in different shifts.

Schedules (schedules) of workers 'and employees' exits to work are of no small importance for the rational organization of labor, since they are a form of linking joint work in time, and also affect the degree of use of the equipment installed at the enterprise. They also have an important social significance, since for each worker they determine the mode of work and rest during the week and longer calendar periods.

When building shift schedules, the following basic requirements must be taken into account:

the duration of daily rest between the end of work and its beginning on the next day (shift) should not be less than 12 hours;
on shift work with unequal duration of weekly rest, it is advisable to provide longer rest before or after the night shift;
the timetable for going to work should create conditions for the most appropriate use of non-working hours.

When choosing schedules for going to work in relation to individual industries and types of work, special regulations and recommendations should be followed.

The daily operating mode of the enterprise can be one-shift, two-shift, three-shift or four-shift.

The transition to a multi-shift mode of work should be carried out simultaneously with the acceleration of the restructuring of the work of organizations and institutions of the service sector and socio-cultural industries. In order to increase the interest of workers, foremen and other specialists working in the evening and night shifts, a number of additional moral and material incentives, benefits and advantages are introduced for them.

Organization of multi-shift work requires compliance with the following six conditions:

equality of the volume of production and the constancy of the working staff in shifts;
the same level of planning, technical guidance and service in all shifts;
a clear delineation of the responsibility of workers in different shifts for the observance of the technological process, the safety of items and means of labor, as well as products;
accurate accounting of the development of shifts, sections and individual workers;
properly organized delivery and acceptance of shifts;
strict adherence to the exit of workers in shifts according to the established schedule.

The main parameters of the shift schedule for multi-shift work are the duration of the work shift, the number of teams and shifts, the order and frequency of alternation in shifts, the duration of rest between shifts, and the working period.

There are five requirements that need to be considered when developing work schedules:

compliance with the statutory weekly working hours;
taking into account the specific features of production technology and the possibilities of urban transport;
constancy and evenness of the alternation of work and rest, which ensures better rest, increased endurance and performance;
taking into account the physiological laws of human performance at different times of the day.

Shift schedules in which the duration of work shifts and rest has deviations from the normal should provide for additional days of rest and working off within a month; in case of two- and three-shift work, the transition from one shift to another is recommended no more often than after 5-6 days; the order of alternation of shifts, if possible, it is advisable to carry out in accordance with the daily rhythm of natural processes: morning - evening - night.

In order for the schedule to go to work to be rational, when determining the duration of the working period, it is necessary to keep in mind the dynamics of working capacity depending on the duration of the shift, the nature and conditions of work. The normal working time of workers and employees at enterprises, construction sites, institutions, organizations cannot exceed 41 hours per week.

When developing schedules, it is also very important to decide on the structure of the working period. There are two forms of the structure of the working period: simple and complex. One of the most important signs of a simple form is that the worker works only in one shift during the working period, while the complex one is the alternation of shifts during the working period.

The duration of the inter-shift rest and the duration of the weekend largely depend on the correctness of determining the duration of the working period and its structure.

A large number of go-to-work schedules apply. Adapted to local working conditions, they differ in the length of the work shift, the number of shift teams, the frequency and order of rotation of teams in shifts, etc.

Correctly constructed exit schedules must meet the following basic requirements:

the duration of daily rest should be at least twice the duration of the work time preceding the rest. Daily rest (in case of shift work) of a shorter duration may be allowed as an exception, but in any case it cannot be less than 8 hours;
on shift work with unequal duration of weekly rest, it is advisable to provide longer rest before or after the night shift;
work time and rest time should be alternated regularly and evenly;
in shift schedules in which the duration of work shifts and rest has deviations from the normal, additional days of rest and working off should be provided within a month;
with two- and three-shift work, the transitions from one shift to another cannot be carried out more often than after five to six days.

In practice, approximate schedules of going to work are used with a five-day work week with two days off.

The main issues of working hours at enterprises are regulated by the internal labor regulations, which are approved by labor collectives on the proposal of the administration and the trade union committee.

Flexible working hours

Recently, non-standard modes of work and rest, and in particular a flexible working time (GDV) mode, have been used. Their peculiarity and value is that they contribute to the optimal combination of public and personal interests, increase the content and improve working conditions, and more fully realize the reserves for the growth of production efficiency.

A flexible working time regime is a form of organization of working time in which for individual employees or collectives of divisions a uniform time of their daily mandatory presence at their workplaces and intervals of working hours are established, the duration of which the employee determines at his own discretion. At the same time, a prerequisite is the full working out of the statutory total number of working hours during a certain accounting period (day, week, month, etc.). A feature of GDV is the provision of workers with a certain independence in regulating the start, end and total duration of the working day, while ensuring the normal course of production.

Working hours for GDV are divided into two parts: flexible (sliding) and fixed working hours. Flexible - at the beginning and end of the working day, when the employee can independently change the start and end times of work, ensuring, however, the accumulation of the total balance of hours worked for the accounting period. A fixed period of working time is a part of the working day (shift) when all employees are required to work at their workplaces. This allows us to ensure the normal operation of departments, to maintain the necessary contacts between employees.

A sliding (flexible) schedule can be used for female workers both with a five-day, six-day working week, and with other modes of work at enterprises of all sectors of the national economy. There is no single mode of using the schedule. Its application depends on industry and local. conditions. It can be introduced in different ways with different working and resting times. However, an indispensable condition for all schedules should be compliance with the annual balance of the worker, the time calculated from a seven-hour working day with a six-day working week.

A sliding (flexible) work schedule, as a rule, should provide for the time when employees are required to be at their workplace; the time within which female employees have the right to start and finish work at their own discretion, as well as breaks (not less than 30 minutes and not more than 2 hours) that female employees must use for rest and meals. These breaks during working hours (time spent at the enterprise) do not count.

An indispensable condition for the effective use of a rolling (flexible) schedule is accurate accounting of the hours worked and effective control over the most complete and rational use of working time by each employee.

As the practice of a number of enterprises and organizations of various sectors of the national economy shows, there are real opportunities to use sliding (flexible) schedules not only for women with children, but also for a wider contingent of workers. According to incomplete data, in the country as a whole, flexible working time regimes have been introduced at about 80 industrial enterprises, in research and design organizations of various ministries and departments.

In GDV conditions, the minimum duration of the work time per day should coincide with the duration of the fixed work time.

An obligatory element of the GDV regime is the accounting period - the calendar time during which the full working off of the number of hours established by the law must be ensured (working day, working week, etc.). Depending on this, there may be flexible work shifts, week, month.

However, it should be noted that the efficiency of work of the labor collective under the conditions of using the GDV mode largely depends on the correct consideration of the nature of work at specific workplaces, in subdivisions (sections, workshops, departments) and the definition of categories for which it is possible and advisable to switch to the GDV mode.

The opportunity to work according to the GDV mode is available for almost all types of workers, if its use does not lead to a violation of the technology of the production (or management) process, to the disruption of production relations and disorganization or deterioration of the work of other production units, infringement of the interests of third-party organizations and individual citizens, does not cause material damage to the national economy.

Due to the fact that the GDV mode presupposes a significant individualization of working time modes, the main condition for its use is sufficient autonomy of workplaces, controllability of the results of the work of the performer (volume, quality).

At industrial enterprises, the main limiting factor for the use of the GDV mode is the continuity of technological processes. In the conditions of an intermittent production cycle, its implementation is possible both with individual and with a team and stream organization of labor. The spread of the brigade labor organization contributes to the transition to the GDV regime, since it increases the level of interchangeability of the brigade members, the level of mutual control over the use of the working time fund.

When making a decision to prepare a subdivision, an enterprise for the transition to the GDV mode, it is necessary to ensure a high level of organization of production, labor and labor discipline. Therefore, the work on transferring to the GDV mode should be combined with the implementation of a set of measures to increase the level of labor organization at specific workplaces, sections, in workshops and divisions.

Practice shows that the introduction of GDV entails the need to introduce systems for individual planning of working hours and the amount of work performed. The plans should be specific for each person working in the GDV mode for a month, a week, or a shift. At the same time, a system of control and self-control over the implementation of individual plans should also be established.

Based on the length of the accepted accounting period and a number of other conditions, there are several types of constructed flexible working time regimes. Flexible working hours, flexible working weeks and especially flexible working months apply.

Each of these modes can be in two versions, depending on whether a certain amount of underworked (processed) working hours is transferred to the next accounting period or not.

Regimes of flexible working hours are effective only if, when switching to them, the peculiarities of production, the conditions and nature of work of a particular category of workers are taken into account and if they are introduced where it is really and expedient.

Socially– economic efficiency of improving work and rest regimes

When rationalizing the daily regimes of work and rest, efficiency largely depends on how correctly the regularities of the daily rhythm of human physiological processes are taken into account, i.e. lies in the fact that when choosing the optimal mode of work and rest, it is required to determine such parameters that contribute to the better use of production assets and ensure the highest production efficiency.

The experience and results of using various types of GDV modes both in our country and abroad testify to their great socio - economic feasibility.

Thus, when choosing the optimal mode of work and rest, an integrated socio-economic approach is needed. The purpose of this approach is a complete and comprehensive assessment of its optimization from the point of view of taking into account personal and public interests, the interests of production and the physiological capabilities of a person.

Bibliography

1. Polyakov I.A. Fundamentals of the scientific organization of labor at the enterprise. Tutorial. M., 1987

2. Rofe A.I. Fundamentals of the organization of labor at the enterprise. Tutorial. M., 1994.