Sciences of Europe No 108 (2022)

No 108 (2022)
Sciences of Europe
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CONTENT
CULTUROLOGY
Khachatryan D.
SOME PIANO PERFORMANCE AND TECHNIQUE
DIFFICULTIES ...............................................................3
ECONOMIC SCIENCES
Cherlenok Y.
PERFORMANCE MANAGEMENT: THE ESSENCE,
REWARD SYSTEM, MOTIVATION, AND EMPLOYEE
ENGAGEMENT.............................................................7
Popova T., Protas N.,
Shmyreva A., Ignatikov G.
ASSESSMENT OF THE QUALITY OF FINANCIAL
SERVICES IN RUSSIA...................................................12
MEDICAL SCIENCES
Ibrahimov M., Damirchiyeva M.,
Kerimli N., Ibrahimova L.
THE ROLE OF THE FAMILY DOCTOR AND DENTIST IN
THE EARLY DETECTION OF SYPHILIS..........................17
MILITARY SCIENCES
Semenenko O., Baranov S., Kravchenko Ye.,
Mytchenko S., Yarmolchyk M., Petrenko S.
TO THE QUESTION OF DEVELOPING A SYSTEM OF
INDICATORS AND CRITERIA FOR THE MILITARY AND
ECONOMIC JUSTIFICATION OF THE REQUIREMENTS
FOR THE CAPABILITIES OF THE ARMED FORCES OF
UKRAINE....................................................................20
PEDAGOGICAL SCIENCES
Prozorova M.
THE IMPORTANCE OF PROFESSIONAL SELF-
ASSESSMENT OF MEDICAL PERSONNEL IN COVID-19
CORONAVIRUS INFECTION........................................30
POLITICAL SCIENCES
Borisov D., Savkovich E., Tatarenko V.
“BELT AND ROAD” INITIATIVE IN CENTRAL ASIA:
NATIONAL INTEREST VS REGIONAL COOPERATION..32
TECHNICAL SCIENCES
Kyryk V., Ivanitskyi S.
ANALYSIS OF EXISTING METHODS OF RESEARCHING
GEOMAGNETICALLY INDUCED CURRENTS................38
Jafarov N., Nasiyev M.
APPLICATION OF LORA WIRELESS TECHNOLOGY IN
IOT NETWORKS .........................................................42
Hajiyev Y., Shalbuzova K.
APPLICATION OF MACHINE LEARNING METHODS IN
CANCER PREDICTION AND EARLY DETECTION ..........46

Sciences of Europe # 108, (2022) 3
CULTUROLOGY
НЕКОТОРЫЕ ПРОБЛЕМЫ ФОРТЕПИАННОГО ИСПОЛНИТЕЛЬСКОГО ИСКУССТВА И
ТЕХНИКИ
Хачатрян Д.К.
Гюмрийский филиал Ереванской Государственной Консерватории имени Комитаса, преподаватель
Армения, г. Гюмри
SOME PIANO PERFORMANCE AND TECHNIQUE DIFFICULTIES
Khachatryan D.
Komitas State Conservatory of Yerevan Gyumri branch, teacher
Armenia, Gyumri
DOI: 10.5281/zenodo.7523798
АННОТАЦИЯ
В статье рассматриваются проблемы искусства фортепианного исполнительства. Представлены осо-
бенности умений и навыков фортепианного исполнительства и их связь с созданием стилистического об-
раза. Описано взаимодействие исполнительской техники пианиста между исполнителем и залом. Процесс
освоения техники фортепианного исполнительства представляет собой планомерную многолетнюю ра-
боту, в течение которой следует избегать силово-физических воздействий, направленных на развитие
мышц кисти. Вводится «формула виртуозности». Техника исполнения важна, но не первична и бессодер-
жательна.
Он должен служить для раскрытия музыкального содержания и особенностей характера и средств
взаимодействия. Упражнений и инструментов для освоения идеальной техники много, но они индивидуа-
льны для каждого исполнителя, от положения рук до правильной осанки.
ABSTRACT
The article considers the problems of the art of piano performance. Features of the abilities and skills of piano
performance and their connection with creating a stylistic character are presented. The interaction of the pianist's
performance technique between the performer and the audience is described. The process of development of piano
performance techniques is a systematic work of years, during which one should avoid force-physical interventions
aimed at the development of hand muscles. The "formula of virtuosity" is introduced. Performance technique is
important, but not primary and vacuous.
It should serve to reveal musical content and character features and means of interaction. There are many
exercises and tools to master the perfect technique, but they are individual for each performer, from hand positions
to correct posture.
Ключевые слова: техника исполнения, взаимодействие, стилистический характер, сила артикуляции,
мышцы рук, систематические упражнения, память пальцев.
Keywords: performance technique, interaction, stylistic character, strength of articulation, hand muscles,
systematic exercises, finger memory.
Performing a musical composition is a complex
process. In order to present the ideas of a composer to
the listener, the performer needs certain abilities and
skills, through which it becomes possible to use the
flexible sound organization (composition) to create an
artistic-stylistic character. Among the wide range of
skills needed by a pianist, one can single out perfor-
mance technique, and means of interaction in terms of
perception and transmission of the character. The range
of technical performance skills has evolved greatly in
terms of piano key action mechanism, technical settings
(including the addition of a third pedal in the 19th cen-
tury), and the presentation of musical compositions of
different genres. The first mechanical improvement of
the piano was the creation of a double escapement
mechanism in order to increase the repetition of the
same key to 12 per second.
The other mechanical change was an increase in
the width of the keys, which increased the octave span
by 25 mm. This made it possible to get a louder sound
because of the increased key weight. As a result, it be-
came possible to create two types of instruments: wom-
en's (with narrow keys and delicate sound) and men's.
Because of these changes, the playing actions didn’t fo-
cus on hand/fingers but on the arm, introducing the con-
cept of “use of arm weight” by dropping the arm from
the shoulders. Proper posture and locomotor skills form
the basis of performance technique development. The
main components of the musculoskeletal system -
bones, joints, and muscles, which differ in their shapes,
sizes, and strength - play a key role in improving the
latter. Being fed with internal energy, they ensure the
movements, which are inhibited with a certain force by
the earth's gravity.
Despite the many concepts that relate to the hands,
neurobiologists are still conducting various studies on
how the impulse of the brain is transmitted to the mus-
culoskeletal system starting from the shoulder and the
upper limbs to reach the appropriate fulcrum of move-
ment, ensuring the appropriate sound formation.

4 Sciences of Europe # 108, (2022)
It is important to distinguish which performance
techniques correspond to which muscle system action
criteria. The speed of movements depends on the de-
gree of muscle activity and endurance. The larger mus-
cles of the body and shoulder girdle that move the
shoulder or arm are composed of long stretch fibers that
contain many blood capillaries. They utilize a larger
supply of oxygen to get energy. These muscles ensure
the performance of chordal technique or medium-
tempo (cantilena) parts of musical compositions.
And the muscles of the forearm and wrist, which
have a smaller cross-sectional area and are made up of
short stretch fibers, contain relatively few blood capil-
laries. To replenish the energy reserve, they use less ox-
ygen and ensure fast movement. That is, minor chords
techniques are provided by the muscles of the forearm
and wrist. Muscular energy is balanced by the force of
gravity directed downward through the center of the
body. Balance is constantly changing during move-
ments. The use of gravitational force allows a reduction
in finger-pressing force. Using the weight of the arms,
the system that controls the movements of the shoulder
sections with several joints can be called the "arm com-
plex".
This complex is biomechanically a kinetic chain,
where during the operation of the interconnected sys-
tem, energy is transferred through the joints so that the
maximum impulse is obtained at the last part of the fin-
ger. The upward movement of the "relaxed" arm allows
the muscle energy generated by the shoulder muscles to
be delivered directly to the fingers to provide the power
needed to produce the appropriate volume and "quality"
of the vocalization. This interconnected system, com-
bined with the upward force of gravity, can deliver
muscle energy to the keys, and the forearm with weak-
ened muscles is in free fall, which increases movement
efficiency at the expense of reduced activity of the fore-
arm muscle [6].
Pianists must acquire appropriate motor skills to
precisely control the timing of the muscular relaxation
phases in the downswing and keystroke, the force
needed, and the coordination movements of multiple
joints in the hand and arm for accuracy and expressive-
ness. This requires highly skilled motor action [10]. As
has already been mentioned, in order to master the mi-
nor chords technique, it is necessary to rely on the ac-
tivity of the joint-muscular and fibrous tissues from the
wrist to the extremities of the fingers. Here the position
of the wrist and movements around the imaginary axis
are important. The wrist may be horizontal or slightly
above the keyboard. Being at the appropriate height, the
wrist can move in a circular direction to the right or left,
which ensures a smooth and connected form of move-
ment of the fingers (legato).
Depending on the wrist positions, the finger posi-
tions may change. When the wrist is above the key-
board, the position of the fingers is with bent joints, the
palm of the hand is semicircular. And when the height
of the wrist is on the same plane as the keyboard, the
position of the fingers is straight. The tendon that pro-
vides the fourth toe with movement is connected to the
tendons of the third and fifth toes. In the flexed finger
position, when the third and fifth fingers are on the key-
board, the fourth finger cannot be raised without the
third or fifth finger being raised. And in the straight po-
sition of the fingers, it is possible [3].
The stretch range between the first and fifth fin-
gers is important, and can be expanded with the help of
special exercises. The octave technique is necessary for
a pianist to perform a virtuoso composition. The range
between Babajanyan's and Rachmaninoff’s first and
fifth fingers on the keyboard was duodecimal (12 de-
grees). The process of development of performance
techniques is a systematic work of years, during which
one should avoid force-physical interventions aimed at
the development of hand muscles. One of the famous
cases in the history of music is R. Schumann's case of
arm muscle training. He used to hang weights from his
fingers in order to increase the elasticity and length of
his fingers. As a result, the hands were permanently
damaged. Even without physical intervention, it is pos-
sible to get injuries with the symptoms of joint and
muscle inflammation, as well as "carpal tunnel" as a re-
sult of long and heavy, incorrect training.
For performers who have high technical skills, the
technique becomes invisible. The organization of
multi-joint hand movements becomes automatic due to
practice, gradually turning into long-term "muscle
memory". Overcoming technical difficulties enables
the performer to present a virtuoso performance with-
out excessive movements, and muscle-joint overstrain,
focusing on the figurative and stylistic interpretation of
the work. Performance technique cannot be vacuous,
for there is no musical composition that is devoid of
content and is a mechanical display of technical capa-
bilities. Virtuoso performance is often equated with
dazzling with technical brilliance. And the standards of
virtuosity are different. The formula for virtuosity can
be broadly presented with the following:
1. The performer must have a very clear under-
standing of the musical genre, its different parts, and its
emotional and characteristic features.
2. The faster the form and content are perceived
during the performance, the more flawless and purpose-
ful technical means become.
3. The sound reflection (resonance) created
through wide technical possibilities should not only be
heard but also be perceptible to the extent that the lis-
tener can experience those emotions and feelings.
With the above-mentioned abilities, it becomes
possible to read and memorize an unfamiliar partitura
even without an instrument. It is known that in many
cases when the concert trip lasted quite a long time
(about 6-8 hours), M. Rastrapovich prepared some
pieces of the music of the concert program during the
flight of the plane without an instrument.
The process of performing a musical work can be
characterized by such a complex chain of brain actions,
the main parts of which can be:
1. the complete perception of the artistic character,
2. the initial perception of the sound "mosaic" by
inner hearing,
3. transmission of possible impulses of the brain
to the motor-joint muscle systems,

4. "conveying" to the listener the wave of sound
vibrations resulting from all the actions as a certain ar-
tistic image.
During the stage of reading the musical text, the
performer develops a complete picture of the musical
character with its different aspects (united or diverse).
During the training phase, the actions of the articular-
muscular motor mechanism are improved, which are
slow at first. During systematic training, they become
mechanical due to muscle "memory". In other words,
the process of transmitting impulses from the brain and
performing muscular actions develops, as a result of
which technical mastery is formed. But perfect
technique is still not enough to ensure virtuosity of
performance.
The most technically complex parts of the work
(be they passages or other complexities) cannot be
overcome if there is no prior sound understanding of
the whole or its individual parts. That is, the tonal
image is formed in the brain, and then the
corresponding impulses are transmitted to the joint-
muscu]]lar system to overcome the corresponding
technical difficulty. So, by solving the problems of
movements or piano fingering and then using
mechanical exercises, it is not possible to technically
overcome the performance of complex passages.
Now let's turn to the problem of how the performer
can present the sound "mosaic" to the listener in a
certain frame, that is, there are different forms of inter-
action between the performer and the listener. If the
performance is a concert stage (show), then the pianist
reliving the musical image and conveying it to the
listener can emphasize one or another emotional aspect
of the music with appropriate movements. It is believed
that it makes the emotional and emotional transmission
of the music more impressive, and the listener can
experience the image conveyed by the performer. But
let's imagine that the performance is not a concert, but
academic or competitive. In this type of performance,
it is not acceptable to display technical brilliance or
external artistry, but rather the opposite. A virtuoso
pianist should make the technique as inconspicuous as
possible, pushing the nuances of the musical image and
sound to the fore. Many famous pianists simply
avoided public concert performances. For Chopin, each
concert caused a deep psychological trauma.
He believed that most listeners did not show up to
enjoy the music, but seemed to wait "hostilely" for the
performer's technical glitches to appear. History knows
that the talented pianist Glenn Gould (since 1964) did
not perform a single concert. His performances have
come down to us through recordings. The reason was
the same: "fear" of the audience or, according to the
performer, the hostility of the audience towards the
performer. Interacting with the listener in the form of a
recording completely frees the performer from "extra"
artistry or the show elements of conveying a musical
character through movement. Even now, some teachers
artificially train their students when to show emotion
and with what kind of movements. It is much more
important for the educator to draw students' attention to
avoid possible injuries to the hand, spine, or neck
during technical exercises [7].
Overcoming technical difficulties enables the per-
former to present a virtuoso performance without ex-
cessive movements, and muscle-joint overstrain, focus-
ing on the figurative and stylistic interpretation of the
work. Performance technique cannot be vacuous, for
there is no musical composition that is devoid of con-
tent and is a mechanical display of technical capabili-
ties. As said by K. N. Igumnov "It is a big mistake to
separate the technique from the content of a musical
composition" [4, p. 100].
At the end of the 19th century and the beginning
of the 20th century, prominent pianists such as V. I.
Safonov, T. Leschetizky, A.N. Esipova, I. Hoffmann,
F. Busoni, etc., came to the conclusion that the devel-
opment of performance art is primarily related to atten-
tion, will, musical performance, and artistic imagina-
tion. Working on musical composition, first of all, one
should understand the performance art issues, in con-
nection with which one should think about the technical
issues encountered in the composition. Overcoming
these difficulties does not require mechanical exercises,
but great analytical and mental work. As noted by the
famous pianist Artur Schnabel, "recognizing and out-
lining the difficulties means to master, correct and over-
come them" [8, p. 24].
Play Always with the Fingers that is, move your
arms as little as possible and hold them and the shoulder
muscles quite loosely. The hands should be nearly hor-
izontal, with aslight inclination from the elbows toward
keys. Bend the fingers gently and endeavourto touch
the keys in their centre and with the tips of the fingers.
This will tend toward sure-ness and give eyes to your
fingers, so to speak [5, p. 27-28]. As we have already
mentioned, the technical side of performance is in
direct contact with the musculoskeletal system (bones,
joints and muscles). In the sitting position in front of
the piano, the main load is borne by the spine, as a point
of support, which ensures the stability of the joint
activity of the upper limbs. Therefore, it is very
important and useful for the performer to do some
physical exercises without the piano. Among such
exercises, below are presented some of them that are
practical and can minimize potential injuries as well as
can develop joint flexibility.
1. Standing lumbar rotations, while the head and
legs are still. This exercise helps to minimize the inju-
ries and pains that occur in the lower spine during sit-
ting for long periods of time.
2. Standing torso rotations, when the legs are still
and the head rotates with the torso, bending forward
and backward, left and right, have the same usefulness.
3. Standing straight, feet shoulder-width apart,
hands hanging freely with palms facing in. Bend to the
right, reaching the arm as low as possible without
leaning forward. Stay in this position for 30 seconds.
Exhale and hold your breath while bending over.
Exhale when returning to the starting position. Do the
same in the opposite direction.
The next group of exercises is aimed at
neutralizing injuries and pains in the upper part of the
spine, particularly in the neck.

1. In a straight standing position, bow the head
forward and back, trying to touch the chin to the chest
(keep the torso straight and still).
2. Do head movements to the right and left in the
same position. Without raising the shoulders, try to
touch the earlobes to the shoulders.
3. In the same position, turn the head to the right
and left. The dizziness that occurs after this exercise
can be eliminated by raising the shoulders several times
and trying to touch the ears.
The next group of exercises provides the
flexibility of the spine as well as the shoulder joints,
preventing the hunchback.
1. Leaning on the palms, lie on the floor
(crocodile pose). Lifting the head and chest, leaning to
the right and back, look at the lower limbs. Do the same
in the opposite direction.
2. In a straight standing position, put the fingers
of the hands on the shoulders. With the elbows of the
hands "draw circles" at first small, then gradually
increasing them. When drawing large circles, the
elbows touch each other [6].
Do all the above exercises at a slow or medium
speed, without sudden movements. Breathing should be
deep and balanced.
To strengthen minor chords techniques, it is very
useful to play connected and slowly, during which the
independence of the fingers is encouraged, and only for
strengthening, it is necessary to learn a composition
where there are minor chords techniques. Or Ganon's
exercises in different keys, staccato, legato. The
elasticity of the muscles of the hands plays a very
important role, which is very individual.
Let's have a look at the pros and cons of technical
exercises. It is sometimes said that technique develops
during the performance of works of various natures.
Regarding exercises, 2 trends can be distinguished.
1. The development of technical tricks through
exercises, scales, and etudes separately, independently,
and outside of the musical composition.
2. Absence of separate technical work, that is, all
difficulties are overcome within the scope of work on
the work to be performed.
Back in the Baroque era, composers did not avoid
technical exercises. The proof of that is that D. Scarlatti
named his works "Exercise", and in the works of Bach,
we find "Pedal-Exercitium BWV 598" for organ. One
of the greatest composers of the 19th century, F. Liszt's
great interest in exercises was expressed in his book
"Technical exercises for the piano". He played the ex-
ercises himself and assigned his students to do the
same. Polish composer F. Chopin also advised his stu-
dents to play scales. "51 Piano Exercises" by I. Brahms
has great importance among the masterpieces of exer-
cises. We can also mention Sh. L. Hannon's "The Vir-
tuoso Pianist" exercise book.
It is necessary to introduce changes in daily exer-
cises. And the most important thing is to remember that
without artistic and musical development it is not pos-
sible to achieve a complete solution to technical prob-
lems. Exercise should not be viewed as mere mechani-
cal work. The pianist's attention should be focused on
the sound, rhythm, and melodic line, it is especially im-
portant to follow the touch, getting an even, and at the
same time different colored sounds during the exercise.
CONCLUSION
In conclusion, the article presented some difficul-
ties of piano performance art, piano technique, general
performance procedure (mental and physical), and
some regularities related to interaction forms.
There are many exercises and tools to master the
perfect technique, but they are individual to each per-
former, from hand positions to sitting posture. The "for-
mula of virtuosity" is introduced. Performance tech-
nique is important, but not primary and vacuous. It
should serve the way of revealing and communicating
musical content, and character features.
The process of creating a work is an organized
"command" system of complex actions of the brain,
where the bone and joint muscle nodes, being con-
trolled by impulses, make it possible to obtain appro-
priate "sound colorings" through movements. The
forms of communication through performance are dif-
ferent and individual. Among them, the form of live in-
teraction between the performer and the listener (con-
cert) and the form of communication through record-
ings were mentioned.
References
1. Финкельберг Н.Б. Л. Яворский об исполни-
тельстве.
2. Григорьев В. Ю. Музыкальное исполни-
тельство вып. 10 М.1979.
3. Йежеф Гат - Техника фортепьянной
игры.В.1967.
4. К. Н. Игумнов «Мастера советской пиани-
стической школы». Музгиз, 1961, стр. 100.
5. Piano Playing with Piano Questions Answered
by Josef Hofmann, 1920, p. 27-28.
6. Brandfonbrener, A. G. (1997). Pathogenesis
and prevention of problems of keyboardists: General
considerations. Med. Probl. Perform. Art. 12, 45–50.
7. Thompson, W. F., Graham, P., and Russo, F.
A. (2005). Music performance: visual influences on
perception and experience. Semiotica 156, 203–227.
doi: 10.1515/semi.2005.2005.156.203.
8. Мастера советской пианистической
школы, Москва, 1961, стр. 24.
9. Bernstein, N. A. (1967). The coordination and
regulation of movements. London: Pergamon.

ECONOMIC SCIENCES
PERFORMANCE MANAGEMENT:
THE ESSENCE, REWARD SYSTEM, MOTIVATION, AND EMPLOYEE ENGAGEMENT
Cherlenok Y.
Suleyman Demirel University
Almaty
DOI: 10.5281/zenodo.7523802
ABSTRACT
Object. As one of the tools for achieving organizational success, today's existing organizations all have their
own performance management systems. These ideas have not yet achieved their full potential because workers
view them with skepticism and prioritize expertise and talent over other factors in determining a company's suc-
cess. This article addresses features of organizational effectiveness, its core, and its structure. The right mindset
and expert application of this strategy at work open up numerous chances and boost an organization's potential,
enhancing its ability to compete in today's global economic environment.
Method. This research paper used Social Cognitive theory and an instrumental case study method
Results. The organization has become one of the key factors in achieving the most crucial organizational
efficiency after adopting numerous methods and tools to increase management productivity and enhance employee
and overall organizational efficiency.
Conclusion. Back in the twenties, performance management was all about command and rigorous control,
not to mention mechanical thinking that tackled genuine problems and tasks without striving for improvement and
flexibility for advancement. Currently, performance management has taken on a completely new shape as a result
of several modifications and new techniques of human management.
Keywords: Performance management system, employee engagement model, social cognitive theory, human
resource, productivity.
Introduction
From the point of view of natural sciences, such as
mathematics or physics, performance management is
interpreted as a more free science or in some cases an
art. But the definition of the term itself and the main
purpose are two different things because its ultimate
goal is to achieve the goals and principles of the organ-
ization. Performance management does not always re-
late to a group of people, that is, at the individual level,
it has its role for the company. Individual efficiency,
considered the first stage of a company's success, is a
key element in growing and taking on the creation of
collective productivity. This is achieved through per-
formance management, which has become a discipline
and is used in the management and control of employ-
ees and their productivity. Although this concept of
management has existed for a long time, performance
management is a relatively recent and young phenom-
enon, the study of which has not yet been brought to its
maximum (Cappelli, 2016). This is expressed in some
flaws in the structure and principle of its operation.
Also, the focus on efficiency management in favor of
employee incentives and remuneration has called into
question the effectiveness of employee training and
qualification. To create a stronger management for-
mula, it is necessary to find a balance between a sys-
tematic approach and team control. It also implies not
only the management of efficiency but also its meas-
urement, which lies on the shoulders of the organiza-
tion's leaders (Joo, 2011).
Performance management is crucial to organiza-
tional effectiveness because it can effectively manage
the organization's people resources. Any business has
human capital, and how well it manages that capital de-
termines how well it can compete in a given market.
While performance management processes appear to be
less appealing to employees, for managers and employ-
ees, a performance management system is a satisfying
way to work with other employees. The profitability of
an organization is the main activity by which their po-
tential is determined, and the productivity of employees
directly affects these indicators, so many organizations,
faced with problems in the field of management, de-
cided to revise the efficiency management system for
further development of the organization. Employee en-
gagement obviously has an impact on how productive
employees are. Staff engagement also plays a signifi-
cant part in enhancing efficiency management inside
the firm, paying close attention to enhancing employee
cohesion with the ultimate goal of increasing employee
productivity. In order to support and enhance one an-
other and help the organization achieve its goals, vari-
ous personnel management approaches should be coor-
dinated.
Many people criticize performance management
by contrasting it with the reward system as two compo-
nents that do not work together harmoniously. There
were several solutions put out to improve employee re-
muneration and performance management systems.
Each individual and the accomplishments of the com-
pany should be connected by performance manage-
ment. One of the most crucial components of good
management is the distribution of salaries based on per-
formance evaluation, annual bonuses, and employee in-
centives because it encourages employees to maximize
their own productivity and realize their full potential.
Also, such a system allows you to keep talented and ex-
perienced employees in the organization in check be-
cause it motivates them. Performance evaluation is an

integral part of performance management and it is cru-
cial for managers to take this into account as part of
their management system that can change the course of
people's productivity. Performance evaluation without
feedback, which has no consequences, has a bad effect
on management since employees are less interested in
improving productivity if it is not rewarded in any way.
Literature Review
In the organizational structure of performance
management, organizations are divided into three
types: individual, strategic and operational manage-
ment. Analyses were carried out to clearly understand
each of these levels by examining their origin and ini-
tial tasks. Performance management refers to the so-
called administrative science, which is less inclined not
to theory, but for the most part to practice. Also, the
theory of constructivism, which connects everything
with interaction with society, gave rise to management
and efficiency management. The most popular is indi-
vidual performance management. Individual perfor-
mance management has been built for a long time, be-
ing introduced into organizational activities. Initially,
such a concept as performance management was not a
separate branch in the administration, and only individ-
ual people were engaged in evaluation and promotion,
and their methods were simple (Aguinis, 2011).
Efficiency management has begun to transform
through the use of large industrial, state, and military
institutions. That is, the foundation of performance
management was laid in constructivist theory. Over
time, various methods and management methods began
to appear. The need to apply performance management
came along with the fact that organizations needed to
evaluate, analyze and improve performance manage-
ment activities. Psychologists, personnel management
managers, company development consultants, and be-
havioral managers were involved to cover a variety of
factors (Armstrong, 2006). For example, in the USA,
people were selected for the performance management
manager relying on their characteristic features in order
to designate him as an individual. In relation to the mil-
itary, such a system was used to select officers in war-
time. In the public sector, individual performance man-
agement has been used as a powerful weapon to achieve
cultural and ethical change. In addition to the individ-
ual, operational management developed in parallel. It
was aimed at achieving the company's goals through
the management of work activities.
Almost every organization has an efficiency man-
agement system, which is expected to achieve a number
of key human capital management goals. Goals fre-
quently include motivating productivity, assisting indi-
viduals in developing their skills, creating a productive
culture, determining who should be promoted, elimi-
nating people who are not performing well, and assist-
ing in the implementation of business strategies. There
is no doubt that a performance management system that
achieves these objectives can make a significant contri-
bution to organizational efficiency; however, there is
less agreement on what methods make a performance
management system effective (Gruman, 2011).
Graph 1. Performance management elements
There are numerous design elements that can po-
tentially affect the effectiveness of a performance man-
agement system, and many of them have been empiri-
cally studied to determine their impact. A significant
study, for example, shows that the effectiveness of per-
formance management increases when there is constant
feedback, behavior-based measures are used, goals are
set, and evaluators are hired. However, one potential
factor that determines the effectiveness of the perfor-
mance management system that receives little attention
is how closely the performance management system's
results are associated with significant rewards (Gru-
man, 2011).
The lack of attention to this influence is especially
noticeable when it comes to the issue of systematically

removing employees with lower indicators from the or-
ganization using a performance management system.
There are several reasons to believe that systematically
linking rewards to performance management system re-
sults will make the performance management system
more effective in terms of motivation, but there are also
some reasons to believe that this will make the perfor-
mance management system less effective in terms of
development (Saks, 2011).
According to a 1965 paper based on research by
G.E., Meyer, Kay, and French, when remuneration is
linked to a discussion of performance, people tend to
hear only part of the message about the reward system.
They do not receive such valuable feedback, which
would enable them to increase their productivity and
develop their skills.
Individuals, on the other hand, are aware that im-
portant rewards will be derived from how well the per-
formance review goes, so they may be especially moti-
vated to prepare for the session and ensure that it goes
well. Furthermore, when evaluations are used to deter-
mine rewards, organizations are more likely to put more
pressure on managers to differentiate between the em-
ployees they are evaluating, as this is the key to reward-
ing individuals for their work. Currently, no discussion
of a performance management system can ignore the
growing popularity of forced distribution and serial
ranking (Saks, 2011).
Methodology
For this essay, a social cognitive theory that
demonstrates performance management at a deeper
level, that is, self-efficacy management was chosen, in
which each employee observes his conduct and can re-
act autonomously in making and correcting problems
that have emerged. According to this hypothesis, moti-
vated personnel who trust in their talents boost produc-
tion. In addition to the theory, a qualitative approach is
used, the case study method, that is, an instrumental
case study that allows you to determine the essence and
reveals the factors of productivity management and em-
ployees in organizational effectiveness. It is important
to emphasize the factors of employee performance
management and analyze performance from the point
of view of management.
Case study
One of the most important factors in the manage-
ment of efficiency is the analysis and evaluation of the
effectiveness of employees by the manager. This allows
you to see a clear picture of how individual self-effi-
cacy affects the productivity of the organization and
creates a career ladder up, taking into account salary in-
creases, positions, and responsibilities. Such an analy-
sis and evaluation is called a performance appraisal.
Mainly managers and managers are responsible for
evaluating each employee, whether it is positive or neg-
ative. Performance appraisal usually has two types
within an organization, the first is more administrative
factors that are used to provide feedback to employees
in their work (Buchner, 2017).
The second is to see what future developments can
be applied to a certain employee. The main purpose of
evaluating employee performance is which area of the
company needs improvement and highlight strengths
while evaluating overall performance. Employee
productivity should become more productive due to
proper evaluation. Some organizations do not clearly
see the positive aspects of performance evaluation and,
moreover, tend to consider it as an ineffective tool in
performance management. Performance evaluation
seems to be a good method for administrative deci-
sions, and in determining human behavior and manage-
ment activities (McAfee, 2017). Employee behavior for
managers is the main factor in productivity and the use
of performance evaluation can identify this. Perfor-
mance evaluation is one of the components of perfor-
mance management. The other two are planning and
management. The second component of productivity
planning is the process of determining further tasks,
achieving a new level, and the willingness of employ-
ees to follow these goals and principles of work. This
component focuses on the individual level, what level
the employee will reach and how he can achieve future
goals. The manager's responsibility is to provide re-
sources and create strategies to promote employee
plans. In addition to individual goals, the impact of
these achievements on the overall goals of the company
is also assessed (Champagne, 1993). To implement
management planning, it is necessary to create a rela-
tionship between departments and develop strategies.
At the very initial stage of planning, a meeting between
managers and employees should be organized to deter-
mine the goals and future implementation of plans. The
last component of performance management is the pro-
cess of achieving the daily planning results defined in
the initial stage. In the process, it is essential to check
the effectiveness of the employee and manager. In the
event that the level of productivity is higher than the
initial plan, the manager uses additional methods to
maintain this level of employee efficiency. The respon-
sibility for increasing productivity lies with the man-
ager and the employee, and a good relationship based
on trust should be built between them (McAfee, 2017).
A number of media outlets and academic institu-
tions began to pay close attention to employee involve-
ment in businesses (Mone, 2011). Over time, it became
recognized as one of the variables in attaining organi-
zational success, and with the help of involvement, the
level of competitiveness of the company could be de-
termined. New issues, new systems, and new technol-
ogy developed to improve human life and work have
revealed that traditional techniques of managing
productivity and employees are obsolete. Employee en-
gagement focuses on the relationship between employ-
ees and their interdependence. This is used as a primer
for performance management. Employee involvement
in the modern sense is not a common workspace or a
common set of company goals, but rather mutual un-
derstanding, the resolution of personal difficulties
amongst them, a shared desire to achieve the company's
goals, and a friendly team (Eisinger, 2011).
The association between performance manage-
ment and employee engagement is shown in table 1. It
denotes the various sorts of productivity management
efforts associated with employee engagement. One of
them is to establish future goals and strategies to im-
prove the organization's efficiency and development.

Feedback is also critical for improving engagement and
staff management. Professional traits and skills devel-
opment have a positive impact on performance man-
agement. Employee performance evaluation is one of
the components that enable managers to understand
how far employees have advanced and how effective
they are. Employee engagement is also an essential fac-
tor in establishing organizational effectiveness. Top ex-
ecutives are continuously seeking methods to include
staff in the workflow, which leads to increased produc-
tivity. Initially, there was no apparent association be-
tween employee engagement and organizational effec-
tiveness because only individual employee engagement
was evaluated. Many employee engagement studies
have been postponed to include the influence on
productivity and organizational relationships (Guggen-
heim, 2011).
Table 1.
Performance organizational capabilities, leadership behaviors, and employee involvement are all part of
the conceptual framework.
The largest businesses of the industrial era divided
their managerial functions into supply, production,
sales, service, marketing, planning, and other areas.
Such a method of conducting business is no longer
helpful in today's climate of fierce competition, politi-
cal unrest, greater risk, and, first and foremost, high lev-
els of information technology adoption throughout all
processes (Brudan, 2010). Due to market saturation and
businesses' capacity to satisfy it, both the standards for
the quality of goods and services have changed. During
the industrial society, the company's employees were
clearly divided into two divisions. The first category
consists of senior and middle-level administrators who
dealt with customers and suppliers, solved operational
tasks, developed new products and technological inno-
vations, and relied on their intelligence and knowledge.
Employees who directly perform routine technological
tasks that do not require great mental abilities make up
the second group. The level of physical operations and
the demand for intellectual labor have changed due to
the modern automation of production and difficulties in
management (Brudan, 2010).
It should be noted that the management of person-
nel procedures is a much more complex task than the
management of production technologies, due to the
complexity of the control element itself and the rapid
change of tasks performed manually. Acquiring new
skills and competencies will take much longer than ac-
quiring new material resources. In addition, we should
not lose sight of the social aspect of this process, which
is associated with balancing the demand for highly mo-
tivated and qualified employees with the need to retain
essential employees who are loyal to the company and
have extensive work experience.
Conclusion
In conclusion, the history of performance manage-
ment back in the twenties was only command and strict
control, not to mention mechanical thinking that solved
real problems and tasks without striving for develop-
ment and flexibility for promotion. The growing de-
mand for educated workers, competent employees, and
competitive organizations has prompted the transition
to a more modern approach to personnel management.
Managers used a command and control strategy to set
goals for staff and track their progress toward achieving
these goals (Seddon, 2008). Financial results and per-
formance indicators, which were used to assess whether
employees performed their duties in accordance with
the instructions of managers, were the main factors of
performance management. The atmosphere we live in
now is really different. The performance management
system, which should solve a number of important hu-
man capital management tasks, is present in almost

every company. Motivating productivity, helping peo-
ple develop their abilities, developing a production cul-
ture, choosing who should be promoted, getting rid of
laggards, and supporting the implementation of corpo-
rate strategies are all common goals.
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ОЦЕНКА КАЧЕСТВА ФИНАНСОВЫХ УСЛУГ В РОССИИ
Попова Т.А.
к.э.н., доцент кафедры фин.рынка и фин.институтов
Новосибирского Государственного Университета Экономики и Управления
Протас Н.Г.
к.э.н., доцент кафедры фин.рынка и фин.институтов
Шмырева А.И.
д.э.н., профессор кафедры фин.рынка и фин.институтов
Игнатиков Г.С.
Студент
ASSESSMENT OF THE QUALITY OF FINANCIAL SERVICES IN RUSSIA
Popova T.,
Candidate of Economics Sciences,
Associate Professor Department of Financial Market and Financial Institutions, Novosibirsk State
University of Economics and Management
Protas N.,
Candidate of Economics Sciences, Associate Professor Department of Financial Market and Financial In-
stitutions, Novosibirsk State
Shmyreva A.,
Doctor of Economics Sciences, Professor of Novosibirsk State
Ignatikov G.
Student of Novosibirsk State University
of Economics and Management
DOI: 10.5281/zenodo.7523804
АННОТАЦИЯ
В данной статье рассматривается подход к оценке качества финансовых услуг в России. Далее приво-
дятся мнения разных авторов к оценке качества услуг в различных сферах. Представлены показатели для
оценки качества финансовых услуг и методика расчета индикатора. В конце статьи проведен рэнкинг фе-
деральных округов в России по значению индикатора качества финансовых услуг. На основании получен-
ных результатов сделаны выводы о качестве финансовых услуг в федеральных округах в Российской Фе-
дерации.
ABSTRACT
This article discusses an approach to assessing the quality of financial services in Russia. The following are
the opinions of different authors on the assessment of the quality of services in various fields. The indicators for
assessing the quality of financial services and the methodology for calculating the indicator are presented. At the
end of the article, a ranking of federal districts in Russia by the value of the indicator of the quality of financial
services is carried out. Based on the results obtained, conclusions are drawn about the quality of financial services
in federal districts in the Russian Federation.
Ключевые слова: индикатор качества финансовых услуг, федеральные округа, финансовые услуги,
оценка качества услуг, Российская Федерация.
Keywords: financial services quality indicator, federal districts, financial services, service quality assessment,
Russian Federation.
Введение. Актуальность работы обусловлена
тем, что на текущий момент времени подавляющая
часть взрослого населения Российской Федерации
пользуется финансовыми услугами. Разработка
подхода к оценке качества финансовых услуг поз-
волит лучше понимать качество предоставляемых
финансовых услуг, как для потребителей, так и для
организаций, предоставляющих финансовые
услуги.
Разработка индикатора качества финансовых
услуг в федеральных округах может улучшить име-
ющиеся подходы к оценке качества финансовых
услуг. Так, например, Центральный Банк России
оценивает качество финансовых услуг в плоскости
количества жалоб потребителей финансовых услуг,
связанных с деятельностью КО и НФО, и стоимо-
сти основных финансовых услуг, что подтверждает
важность и востребованность разработки новых
подходов к оценке финансовых услуг.

На текущий момент представлено недоста-
точно исследований, посвященных расчету индика-
тора качества финансовых услуг в разрезе феде-
ральных округов, который позволяет сравнить фе-
деральные округа по качеству предоставляемых
финансовых услуг. Данный факт обуславливает
необходимость проведения подобного исследова-
ния.
Цель исследования. На основе публикуемых
Банком России данных о инфраструктуре финансо-
вого рынка, востребованности и качестве финансо-
вых услуг разработать индикатор качества финан-
совых услуг в разрезе федеральных округов.
Материал и методы исследования. Для до-
стижения поставленной цели исследования нами
проведен сравнительный анализ результатов
оценки качества услуг.
О.В. Сафина и Н.В. Смирнова в работе [1, с.67]
утверждают, что «процесс предоставления банков-
ских услуг, результат, а как следствие, их качество
важны не только для клиентов банка, но и для дру-
гих участников рынка банковских услуг. Следова-
тельно, представляется целесообразным, что мето-
дика оценки качества банковских услуг должна
включать всестороннюю оценку. Данный подход
является перспективным, в связи с многофакторно-
стью, что позволит учесть заинтересованность в
предоставлении качественных банковских услуг
всех участников рынка, а не только клиентов
банка».
Ф.М. Боковой [2, с.] о оценке качества и эф-
фективности банковском системы говорит так:
«Для проведения комплексного анализа эффектив-
ности банковской системы определенной террито-
рии автором предложена методика, включающая:
институциональные аспекты развития банковской
системы; обеспеченность банковскими продук-
тами; структуру банковских операций; оценку эф-
фективности банковских операций; финансовое со-
стояние кредитных организаций; оценку качества
банковских услуг (оценку информационной обес-
печенности клиентов; оценку сервиса, предлагае-
мого клиенту; уровень компетентности руковод-
ства банка; рейтинг банка, по оценке российских и
мировых экспертов; рейтинг банка в системе Банка
России). По итогам проведенного анализа делается
вывод о качестве и эффективности функционирова-
ния банковской системы».
Veton Zeqiraj, Kazi Sohag, Shawkat Hammoudeh
[5] указывают: «В этом исследовании изучается ди-
намическое влияние институционального качества
на финансовую доступность в семидесяти трех раз-
вивающихся странах. Мы получили данные из раз-
личных источников за период с 2000 по 2018 год.
Логарифм финансовой доступности (LFI), зависи-
мая переменная, основан на трех переменных: бан-
коматы на сто тысяч взрослых, отделения коммер-
ческих банков на сто тысяч взрослых. и вкладчиков
коммерческих банков на тысячу взрослых. Наши
результаты показывают, что институциональное
качество способствует как доступу, так и использо-
ванию официальных финансовых услуг в развива-
ющихся странах».
Obada Daniel Rares [4] в своей статье об оценке
качества обслуживания говорит: «В этой статье
рассматриваются некоторые возможные решения
проблем и используется теория потоков в качестве
основы для новой концептуальной модели воспри-
нимаемого качества обслуживания в онлайн-среде.
Измерение воспринимаемого качества обслужива-
ния в онлайн-среде также должно быть сосредото-
чено на чертах пользователя и состояниях, которые
происходят в онлайн-среде. Автор включил в кон-
цептуальную модель наиболее часто встречающи-
еся измерения, предложенные учеными, чтобы из-
мерить качества обслуживания и добавить некото-
рые новые измерения, которые могли бы иметь
отношение к измерению восприятия пользователем
качества обслуживания в онлайн-формате. Цен-
ность данной концептуальной модели заключается
в использовании теории потоков для лучшего пони-
мания поведения онлайн-клиентов».
Martina Sterbova, Hana Mat'ova, Jan Parobek в
работе [3] указывают: «Ненавязчиво и профессио-
нально оценить уровень обслуживания клиентов
позволяет метод Mystery Shoppin. Исследование
проводилось в выбранных компаниях в два этапа –
в предрождественское время и в обычный день. По
результатам исследования авторы пришли к вы-
воду, что продавцы продемонстрировали хорошую
способность следовать предписанным стандартам
продаж на первом этапе контроля. Во время вто-
рого этапа по сравнению с первым этапом тайных
покупок было отмечено улучшение. Уровень об-
служивания клиентов играет все более важную
роль, и он представляет собой один из ключей к
успеху бизнеса. Таким образом, метод Mystery
Shopping продемонстрировал объективную оценку
качества предоставляемых услуг в сфере телеком-
муникаций».
В процессе рассмотрения методик к оценке ка-
чества услуг не было выявлено единого подхода,
что определяет направление для последующего ис-
следования в области оценки качества финансовых
услуг. Исходя из этого приходим к выводу о том,
что для оценки качества финансовых услуг необхо-
димо рассчитать интегральный показатель, учиты-
вающий доступность, востребованность и качество
финансовых услуг.
Для расчета индикатора качества финансовых
услуг будут взяты данные за 2020 и 2021 года,
публикуемые Банком России. В качестве данных
принимаемых для расчеты были выбраны следую-
щие показатели:
• количество жалоб потребителей финансо-
вых услуг, связанных с деятельностью КО и НФО;
• количество действующих кредитных орга-
низаций;
• количество подразделений действующих
кредитных организаций;
• количество микрофинансовых организа-
ций;
• количество ломбардов;
• количество субъектов страхового дела;

• плата за пользование потребительским кре-
дитом (процентная ставка в стоимостном выраже-
нии), руб.;
• количество банкоматов КО с функцией вы-
дачи и/или приема наличных денег с использова-
нием платежных карт (их реквизитов);
• количество счетов (вкладов) физических
лиц и индивидуальных предпринимателей, подле-
жащих страхованию, с ненулевыми остатками в
КО-участниках системы страхования вкладов;
• количество счетов (вкладов) физических
лиц и индивидуальных предпринимателей, подле-
жащих страхованию, с остатком более 1 тыс. руб. в
КО-участниках системы страхования вкладов.
Чтобы данные были сопоставимы и имели
прикладной характер, поэтому все они должны
быть представлены как относительные величины.
Для приведения данных к единым относительным
величинам предлагается сопоставить их с количе-
ство взрослого населения Российской Федерации.
Для показателя количества жалоб:
𝑋1 = −
Количество жалоб потребителей финансовых услуг
численность взрослого населения тыс. чел.
,
где 𝑋1 − это количество жалоб потребителей
финансовых услуг, связанных с деятельностью КО
и НФО в расчете на 1 тыс человек взрослого насе-
ления.
Для показателя количества действующих КО:
𝑋2 =
Количество действующих КО
численность взрослого населения млн. чел.
,
где 𝑋2 − это количество действующих кредит-
ных организаций в расчете на 1 млн человек взрос-
лого населения.
Для показателя количества подразделений
действующих кредитных организаций:
𝑋3 =
Количество подразделений действующих КО
,
где 𝑋3 − это количество подразделений дей-
ствующих кредитных организаций в расчете на 1
тыс человек взрослого населения.
Для показателя количества микрофинансовых
организаций:
𝑋4 =
Количество микрофинансовых организаций
,
где 𝑋4 − это количество микрофинансовых ор-
ганизаций в расчете на 1 тыс человек взрослого
населения.
Для показателя количества ломбардов:
𝑋5 =
Количество ломбардов
,
где 𝑋5 − это количество ломбардов в расчете
на 1 тыс человек взрослого населения.
Для показателя количества субъектов страхо-
вого дела:
𝑋6 =
Количество субъектов страхового дела
,
где 𝑋6 − это количество субъектов страхового
дела в расчете на 1 тыс человек взрослого населе-
ния.
Для показателя платы за пользование потре-
бительским кредитом (процентная ставка в стои-
мостном выражении), руб.:
𝑋7 = −
ПРФ − Псуб
1000
,
где 𝑋7 − это разница между средней ставкой
по стране и средней ставкой по федеральному
округу;
где ПРФ − это плата за пользование потреби-
тельским кредитом в РФ;
где Псуб − это плата за пользование потреби-
тельским кредитом по федеральному округу.
Для показателя количества банкоматов КО с
функцией выдачи и/или приема наличных денег с
использованием платежных карт (их реквизитов):
𝑋8 =
Количества банкоматов КО
,
где 𝑋8 − это количество количества банкома-
тов КО в расчете на 1 тыс человек взрослого насе-
ления.
Для показателя количества счетов (вкладов)
физических лиц и индивидуальных предпринима-
телей, подлежащих страхованию, с ненулевыми
остатками в КО-участниках системы страхования
вкладов:
𝑋9 = −
счета с ненулевыми остатками − с остатком более 1 тыс. руб.
где 𝑋9 − это разница между количеством сче-
тов физ. лиц и ИП с ненулевыми остатками и ко-
личеством счетов физ. лиц и ИП с остатком более
1 тыс. руб. в расчете на 1 млн человек взрослого
населения.
Далее необходимо определить процентные
доли показателей в конечном индикаторе качества
финансовых услуг. Доля МФО, ломбардов и субъ-
ектов страхового дела в итоговом индикаторе за-
нимает 10%. Для распределения весов предлага-
ется сравнение объёмов портфеля микрозаймов,
портфеля займов ломбарда и страховых выплат.
Для остальных показателей доли в индикаторе
фиксированы.
На четвертом этапе проводится итоговый под-
счет показателя для каждого федерального округа
отдельно. Формула индикатора качества финансо-
вых услуг:
И = ∑ 𝑋𝑖 ∗ 𝑑𝑖
𝑛
𝑖=1 ; ∑ 𝑑𝑖
𝑛
𝑖=1 = 1,
где И − это индикатор качества финансовых
услуг;
𝑋𝑖 − показатель для оценки качества финансо-
вых услуг;
𝑑𝑖 − процентное значение доли показателей в
итоговом индикаторе;
n − количество показателей участвующих в
расчете индикатора качества финансовых услуг.
Далее приведем процентное значение доли по-
казателей в итоговом индикаторе качества финан-
совых услуг. Доля для МФО, субъектов страхового
дела и ломбардов рассчитывалась на основе порт-
фелей микрозаймов, портфеля займов ломбардов и
выплат по договорам страхования соответственно.
Процентное значение доли показателей в итоговом
индикаторе качества финансовых услуг представ-
лено в таблице 1

Таблица 1.
Процентное значение доли показателей в итоговом индикаторе качества финансовых услуг
2021 год
Показатель X1 X2 X3 X4 X5 X6 X7 X8 X9
Доли, % 25 30 10 2,81 6,82 0,38 10 5 10
2020 год
Показатель X1 X2 X3 X4 X5 X6 X7 X8 X9
Доли, % 25 30 10 1,39 8,38 0,23 10 5 10
Результаты расчетов представим в таблице 2
Таблица 2.
Индикатор качества финансовых услуг в федеральных округах
Федеральный округ
Индикатор качества финансовых услуг
Изменение
2021 2020
ЦФО 0,999 2 1,002 1 -0,004
СЗФО 0,612 6 0,483 5 0,130
ЮФО 0,405 7 0,388 7 0,017
СКФО 0,257 8 0,204 8 0,053
ПФО 0,840 3 0,771 3 0,069
УФО 0,709 4 0,556 4 0,153
СФО 0,660 5 0,428 6 0,233
ДВФО 1,037 1 0,813 2 0,223
Результаты исследований. Исходя из полу-
ченных данных можно сделать вывод, что в 2020
году на первом месте по качеству финансовых
услуг находится Центральный федеральный округ,
на последнем месте находится Северо-Кавказский
федеральный округ. В 2021 году на первом месте по
качеству финансовых услуг находится Дальнево-
сточный федеральный округ, на последнем месте
так же находится Северо-Кавказский федеральный
округ. Далее разберем основные причины распре-
деления первых и последних мест за 2020-2021
года.
Начнем с анализа «аутсайдера» после ранжи-
рования округов по индикатору качества финансо-
вых услуг. СКФО практически по всем показателям
показывает низкую востребованность в финансо-
вых услугах. С точки зрения финансовой доступно-
сти на СКФО приходится минимальное количество
организаций, которые предоставляют доступ к фи-
нансовым услугам. Так же можно заметить полное
отсутствие субъектов страхового дела, головная ор-
ганизация которых находится в данном федераль-
ном округе. Ставка по потребительскому кредиту
незначительно выше чем, средняя по стране за
2020-2021 года, на 0,12% и 0,46% соответственно.
Данное значение индикатора обусловлено регио-
нальными особенностями и низким спросом на фи-
нансовые услуги.
В 2020 году лидером является ЦФО. Особен-
ностью Центрального федерального округа явля-
ется повышенная концентрация компаний, предо-
ставляющих доступ к финансовым услугам и име-
ющих головные офисы в данном федеральном
округе. Концентрация компаний оказывает значи-
тельное влияние на итоговый индикатор, но в то же
время количество жалоб в расчете на количество
взрослого населения показывает максимальные
значения в данном федеральном округе. Относи-
тельный показатель разницы между счетами физи-
ческих лиц и ИП, подлежащих страхованию с нену-
левыми остатками и остатком более 1 тыс. рублей в
КО-участниках системы страхования вкладов пока-
зывает максимальные значения в несколько раз
превышающие значения других округов.
Дальневосточный федеральный округ является
лидером по значению индикатора качества финан-
совых услуг в 2021 году. Основное влияние на зна-
чение итогового индикатора по сравнению с 2020
годом оказал относительный показатель количе-
ства микрофинансовых организаций. По количе-
ству МФО Дальневосточный федеральный округ
уступает Сибирскому федеральному округу. Такая
же ситуация в отношении относительного показа-
теля количества ломбардов. Относительный пока-
затель платы за пользование потребительским кре-
дитом в 2021 году показал, что в ДФО процент по
пользование потребительскому кредиту ниже сред-
него по России на 0,22%. По количеству действую-
щих подразделений КО на 1 тыс. взрослого населе-
ния Дальневосточный федеральный округ уступает
лишь Приволжскому федеральному округу.
Литература
1. Сафина Ольга Владимировна, Смирнова
Наталия Владимировна Оценка качества банков-
ских услуг // Современные наукоемкие технологии.
Региональное приложение. 2017. №2 (50). URL:
https://www.isuct.ru/e-publ/snt/sites/ru.e-
publ.snt/files/2017/02/snt_2017_n02.pdf
2. Бокова Фатима Мусаевна Исследование
эффективности и качества банковских услуг //
ИВД. 2011. №1. URL:
https://cyberleninka.ru/article/n/issledovanie-
effektivnosti-i-kachestva-bankovskih-uslug
3. Martina Sterbova, Hana Mat'ova, Jan Parobek,
Quality Control of Provided Services by Mystery Shop-
ping Method, Procedia Economics and Finance, Vol-
ume 34, 2015, Pages 105-112, ISSN 2212-5671,

https://www.sciencedirect.com/science/arti-
cle/pii/S221256711501607X
4. Obada Daniel Rares, Measuring Perceived
Service Quality Offline vs. Online: A New PeSQ Con-
ceptual Model, Procedia Economics and Finance, Vol-
ume 15, 2014, Pages 538-551, ISSN 2212-5671,
https://www.sciencedirect.com/science/arti-
cle/pii/S221256711400505X
5. Veton Zeqiraj, Kazi Sohag, Shawkat Ham-
moudeh, Financial inclusion in developing countries:
Do quality institutions matter?, Journal of International
Financial Markets, Institutions and Money, Volume 81,
2022, 101677, ISSN 1042-4431, https://www.sci-
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cle/abs/pii/S1042443122001494

MEDICAL SCIENCES
РОЛЬ СЕМЕЙНОГО ВРАЧА И СТОМАТОЛОГА В РАННЕМ ВЫЯВЛЕНИИ СИФИЛИСА
Ибрагимов М.А.,
к.м.н., доцент кафедры Семейной Медицины,
Азербайджанский Медицинский Университет
Дамирчиева М.В.,
к.м.н., ассистент кафедры терапевтической стоматологии,
Керимли Н.К.,
ассистент кафедры терапевтической стоматологии,
Ибрагимова Л.К.
ассистент кафедры терапевтической стоматологии
Азербайджанского Медицинского Университета
THE ROLE OF THE FAMILY DOCTOR AND DENTIST IN THE EARLY DETECTION OF
SYPHILIS
Ibrahimov M.,
Candidate of Medical Sciences, Associate Professor of the Department of Family Medicine, Azerbaijan
Medical University
Damirchiyeva M.,
Candidate of Medical Sciences, Assistant of the Department of Therapeutic Dentistry, Azerbaijan Medical
University
Kerimli N.,
Assistant of the Department of Therapeutic Dentistry,
Azerbaijan Medical University
Ibrahimova L.
assistant of the Department of Therapeutic Dentistry,
Azerbaijan Medical University
DOI: 10.5281/zenodo.7523809
АННОТАЦИЯ
Врачами давно замечено, что ротовая полость является индикатором, предупреждающим о развитии
какого-либо общего заболевания. Многие системные заболевания проявляются в полости рта, порой явля-
ясь ее единственными симптомами. Как известно, весь наш организм-единое целое и, поэтому первые про-
явления болезни можно обнаружить в полости рта. Одним из заболеваний, проявляющимся как наруше-
ниями в организме так и в полости рта является сифилис. Ушедший XX век отмечен несомненными успе-
хами в борьбе с сифилисом: в 1905 г. открыт возбудитель инфекции (Schaudinn и Hoffman), в 1906 г.
Wassermann, Neisser и Brack, используя принцип реакции, разработанной Bordet и Gengon (1901), предло-
жили метод серологической диагностики сифилиса. Следующие достижения, связанные с сифилисом,
были связаны с внедрением новых методов лечения сифилиса, когда препараты ртути были вытеснены
препаратами мышьяка (П. Эрлих, 1909), висмута (1920), пенициллина (1943)[ 3]. В настоящее время рас-
пространенность сифилиса продолжает расти и является одной из причин функциональных и эстетических
дефектов у пациентов. Сифилис часто проявляется в полости рта и, поэтому первый, кто обнаруживает его
проявления это стоматолог и семейный врач. Именно поэтому эти специалисты играют существенную
роль в профилактике сифилиса, так как один может заподозрить заболевание, а второй назначить необхо-
димые обследования, лечение и профилактические мероприятия.
ABSTRACT
Doctors have long noticed that the oral cavity is an indicator that warns of the development of any systemic
disease. Many systemic diseases manifest themselves in the oral cavity, sometimes being the only symptoms of
the disease. As you know, our entire organism is a single whole, and therefore the first manifestations of the disease
can be found in the oral cavity. Syphilis is one of the diseases that manifests itself both in the body and in the oral
cavity. The past 20th century was marked by undoubted successes in the fight against syphilis: in 1905 the causa-
tive agent of the infection was discovered (Schaudinn and Hoffman), in 1906 Wassermann, Neisser and Brack,
using the principle of the reaction developed by Bordet and Gengon (1901), proposed a method of serological
diagnosis for syphilis. The next achievements due to syphilis were associated with the introduction of new methods
of treating syphilis, when mercury preparations were replaced by preparations of arsenic (P. Ehrlich, 1909), bis-
muth (1920), and penicillin (1943) [3]. Currently, the prevalence of syphilis continues to grow and is one of the
causes of functional and aesthetic defects in patients. Syphilis often manifests itself in the oral cavity and, therefore,

the first person to detect its manifestations is the dentist and family doctor. That is why these specialists play an
essential role in the prevention of syphilis, since one may suspect the disease, and the second to prescribe the
necessary examinations, treatment and preventive measures.
Ключевые слова: сифилис, шанкр, бледная трепонема, профилактика.
Keywords: syphilis, chancre, treponema pallidum, prevention.
Введение. Одной из актуальных проблем ме-
дицины в настоящее время являются венерические
заболевания, среди которых важное место отво-
дится сифилису. Если обратиться к статистике, то
можно увидеть, что венерические заболевания за-
нимают одно из ведущих мест среди причин нетру-
доспособности в мире. Установлено, что с внедре-
нием в практику Информационного письма
№2516/3199 95-27 от 01.12.95 Минздрава Россий-
ской Федерации, разрешившего лечение всех ран-
них форм сифилиса (в том числе и у беременных)
бензатин-бензилпенициллином, резко повысилось
число лиц с отсутствием негативации нетрепонем-
ных тестов (НТТ). Участились случаи клинических
и серологических рецидивов, врожденного сифи-
лиса, нейросифилиса, в основном у больных со вто-
ричным и особенно скрытым ранним сифилисом,
пролеченных бензатин-бензилпенициллином [5].
Если раньше считалось, что данной болезнью
страдают только взрослые, то сейчас её часто
можно наблюдать среди подростков, а иногда и
школьников. Группой наибольшего риска в распро-
странении сифилитической инфекции оказались
дети и подростки, чему способствовали наиболее
высокая биологическая восприимчивость к инфек-
циям, передаваемых половым путем, деформация
сексуального поведения у подростков, допускаю-
щая рискованное поведение, незащищенные поло-
вые контакты с частой сменой партнёров [6]. Суще-
ственной проблемой является диагностика сифи-
лиса. Увеличение частоты скрытых и поздних форм
заболевания, которые часто выявляют при случай-
ных серологических обследованиях в общесомати-
ческих стационарах и поликлиниках, приводит к за-
поздалой диагностике сифилиса и, соответственно,
терапии с вытекающими последствиями для здоро-
вья пациентов [4,7- 10]. Диагностирование заболе-
вания на раннем этапе- первый шаг к ее успешному
лечению, так как с болезнью легче справиться на
начальном периоде и вероятность осложнений
меньше.
В сложившихся обстоятельствах все большее
значение приобретает профилактика данного забо-
левания. Одной из мер профилактики сифилиса мо-
жет служить раннее выявление его проявлений. На
ранних этапах данное заболевание проявляется в
виде образования твердого шанкра в ротовой поло-
сти [1,2]. В раннем выявлении и профилактике дан-
ного заболевания главная роль отводится семей-
ному врачу общего профиля и стоматологу, так как
именно к ним при появлении первых симптомов об-
ращаются пациенты [2].
Материалы и методы. Основными методами
при написании статьи были теоретический анализ,
а также обобщение. Было изучено большое число
работ как отечественных, так и иностранных уче-
ных о роли семейного врача общего терапевта и
стоматолога в раннем выявлении проявлений сифи-
лиса в полости рта как мера предотвращения даль-
нейшего его прогрессирования и развития грозных
осложнений.
Результаты исследования. Сифилис это хро-
ническое инфекционное заболевание, вызываемое
бледной трепонемой. Различают врожденный и
приобретенный сифилис. При врожденном сифи-
лисе происходит заражение плода от больной ма-
тери, а при приобретенном сифилисе болезнь пере-
дается различными путями: прямой контакт, через
нестерильные медицинские инструменты, паренте-
ральный путь[1,2]. У людей, имеющих данное забо-
левание, можно наблюдать изменения в ротовой
полости на всех стадиях заболевания. На первом
этапе на слизистой оболочке появляется твердый
шанкр, при второй стадии развития это пятна и па-
пулы, а при третьей стадии –это гуммозные и бу-
горковые поражения. Они могут быть разного раз-
мера, одиночные и множественные. При вторичном
сифилисе также наблюдаются изменения общего
состояния организма[1,2,12].
Стоматолог – это специалист, к которому сразу
же обращаются пациенты при появлении диском-
форта, болей и высыпаний в полости рта. Именно
он первый может заподозрить сифилис[2]. По-
этому, обнаружив изменения в ротовой полости,
стоматолог сразу же направляет пациента к семей-
ному врачу для дальнейшего обследования, а тот в
свою очередь после проведения необходимых ме-
тодов исследования и при получении их положи-
тельных ответов, перенаправляет пациента к вене-
рологу для дальнейшего обследования и лечения. К
сожалению, заболевание лечится только на ранних
стадиях, которые не всегда диагностируются свое-
временно. Если его не лечить, инфекция быстро
распространяется с потоком крови и лимфы во все
органы и ткани. Бледная трепонема после адгезии к
поверхности слизистой оболочки вызывает быст-
рое развитие сифилиса во рту. Инфекция, которая
может передаваться между людьми различными
путями, и, если ее вовремя не диагностировать, воз-
никает прямая угроза жизни[12]. Ранее обнаруже-
ние сифилиса может являться действенной мерой
профилактики развития грубых дефектов не только
в полости рта, но и лица и, как следствие нетрудо-
способности пациентов.
Профилактические мероприятия касательно
сифилиса включают в себя:
- соблюдение мер стерилизации стоматологи-
ческих инструментов;
- соблюдение правил гигиены при контакте с
зараженным;
- соблюдение мер стерилизации гинекологиче-
ских инструментов;

Sciences of Europe No 108 (2022)

Sciences of Europe No 108 (2022)

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