The administration of human resources and its operation are fundamental for organizations. In this document, a theoretical description of the human resources department of a typical company, its objectives, its location within the organizational structure and its contribution to the general administration of It also defines and describes the main functions of the areas that make up this department: Personnel Recruitment, Selection, Design, Description and analysis of positions, Evaluation of human performance, Compensation, Social Benefits, Hygiene and safety at work, Training and development of personnel, Labor Relations, Organizational Development, Database and Information Systems and Auditing. Likewise,A practical application is made by analyzing the human resources department of a company in the Dominican Republic.
Introduction
The Human Resources Administration consists of the planning, organization, development and coordination, as well as the control of techniques capable of promoting the efficient performance of the personnel, while the organization represents the means that allows the people who collaborate in she achieve individual goals related directly or indirectly to work.
It means conquering and maintaining people in the organization, working and giving their best, with a positive and favorable attitude. It represents all those things that make the staff stay in the organization.
Currently, personnel selection techniques have to be more subjective and more refined, determining the requirements of human resources, increasing the most effective sources that allow reaching the ideal candidates, evaluating the physical and mental potential of the applicants, thus such as their aptitude for work, using a series of techniques, such as the interview, psychosometric tests and medical examinations.
Functions of the Department of Human Resources
The Human Resources Department is essentially services. Its functions vary depending on the type of organization to which it belongs, in turn, it advises, it does not direct its managers, it has the power to direct the operations of the departments.
Among its essential functions we can highlight the following:
- Assist and provide services to the organization, its leaders, managers and employees. It describes the responsibilities that define each job position and the qualities that the person who occupies it must have. Evaluate the performance of the personnel, promoting leadership development. suitable personnel for each position. Train and develop programs, courses and any activity that is based on the improvement of the knowledge of the personnel. Provide psychological help to its employees in order to maintain harmony among them, in addition to finding solutions to the problems that arise. unleash among these. Control employees' benefits. Distribute new or revised human resources policies and procedures to all employees through newsletters, meetings, memoranda or personal contacts.Supervise the administration of test programs. Develop a personal framework based on competencies. Guarantee diversity in the workplace, as it allows the company to succeed in different national and global markets.
According to the book Reinventing Human Resources: Changing Roles to Create a High-Performance Organization by: Margaret Butteris, the role and function of the company's Human Resources consists of the following:
- Identification and development of the key competences necessary to support the business. Once identified, strategies are put in place to develop or acquire key competencies. The business function is also responsible for monitoring development progress. Executive talent development. The company's Human Resources is responsible for the systems that identify and develop the personnel with the greatest potential in the entire organization, preparing them together with the present managers, to achieve present and future business objectives, including succession planning. training and development to support common culture, values and operating principles. Using the training and development sessions as communication vehicles to develop,implement and sustain this principle. Development of models for the evaluation and compensation of employees. Company Human Resources identifies business models for hiring, judging, and evaluating employees. Development and implementation of performance and compensation management policies and programs for use in all operating companies.
Redefining and restructuring the Human Resources function
| Human Resources Yesterday | Human Resources Today | |
| Role | Political, centralized | Decentralized; member of the management teams of each division |
| Recruitment and selection of personnel | Post ads, conduct interviews and check references | Predict future staffing and capacity requirements that support the strategic plan. Develop programs to be an attractive place to work. |
| Retribution | Transactional and administratively focused. Inconsistent practices within the company | Designs equitable action plans that link remuneration with the divisional performance of the company. |
| Executive and individual development | Informal and depends on each manager | Identification of key organizational and individual competencies that support the company; plans to hire them |
| Employee | Erratic and Inconsistent | Communication and action plans: vision, values, plans |
| Politics and procedures | Rigid, but many rules are broken | Guide lines linked to business trends and emerging issues. |
Objectives of the Department of Human Resources
Attending to what objectives are the achievements that are intended to be achieved with the execution of an action. The objectives of Human Resources management are derived from the goals of the entire company, which, in any organization, are the creation or distribution of some product or service.
The main objective is to improve the productive contributions of staff to the organization, so that they are strategically, ethically and socially responsible.
According to the book Reinventing Human Resources: Changing Roles to Create a High-Performance Margaret Butteris Organization, the purpose of Human Resources is to hire and relocate staff, keep reports, and manage wages and benefits.
Other objectives are:
- Create, maintain and develop a contingent of Human Resources with the ability and motivation to carry out the objectives of the organization. Develop organizational conditions of application, full satisfaction of Human Resources and achievement of individual objectives. Achieve efficiency and effectiveness with the available Human Resources. Contribute to the success of the company or corporation. Respond ethically and socially to the challenges presented by society in general and minimize the tensions or negative demands that society may exert on the organization. Support the aspirations of those who make up the company. with the legal obligations. Redesign the corporate function of Human Resources to turn it into a consultancy of the company management on hiring, training, management, compensation,conservation and development of the organization's human assets.
Within these objectives are 4 types that are:
- CorporateFunctionalSocial and Personal
The Human Resources Department is online or staff
Why? The bodies that apply to the creation and distribution of that product or service, which is what the company does, carry out the basic activity of the organization, these are the line bodies, what the Human Resources Administration takes care of is a Staff organ.
The role of Line Management
With the change in Human Resources functions, online management is expected to perform many traditional HR activities. This is made possible by the automation of HR tools and processes.
Line managers are expected to:
- Conduct more interviews and hiring themselves, rather than relying so heavily on HR staff. Encourage change and help long-term employees in the process, communicate business vision and direction, explain change needs, and reinforce and support Continuously new guidelines. Manage results-based management systems. Recognize the need for restructuring and reengineering, and get the process moving. Track business and HR indicators that measure the effectiveness of a business strategy. Share responsibilities with HR. of the company, in executive and employee development, and in succession planning, ensuring that all employees are offered opportunities to develop their skills and competencies.
The Human Resources Administration for each of its managers has a line responsibility, while for the rest of the company it has a staff function. This function is given to advisory and consulting departments, which only give recommendations on how to improve the operation of a department x; production example; to their bosses or managers, but they never give orders, they do not mark the decisions that managers must make, or raise company policies, they only give recommendations; For this reason, the HR department is staff within the company.
Between managers of line and staff departments, there will always be a mishap that the former understand that the latter are giving them orders on how to run their department. This problem will only be solved when the line managers understand that the HR managers (staff) are only there to help them and provide them with recommendations services, which serve to improve the production process, and solve the problems that arise.
Location of the Human Resources department
In the previous graph we can locate the position of the personnel department in a company that has fully set out the role of the Human Resources Administration.
As organizations grow, the Human Resources department becomes specialized, even in organizations of medium and large size, subdepartments are created that will function in different ways in the organization, highly defined and specialized functions.
Composition of the Human Resources Department
The DRH is made up of the following areas:
- Personnel RecruitmentSelectionDesign, description and analysis of positionsEvaluation of human performanceCompensationSocial benefitsHealth and safety at workTraining and development of personnelLabor RelationsOrganizational DevelopmentDatabase and Information SystemsRH Audit
Definition and functions of the main areas that make up the Human Resources Department
1. Recruitment of Personnel
Organizations try to attract individuals and obtain information about them to decide on the need to admit them or not.
Recruitment: It is a set of procedures that tend to attract potentially qualified candidates capable of occupying positions within the organization.
“It is a fundamental activity of an organization's Human Resources management program. Once Human Resources needs and job requirements have been completed, a recruiting program can be launched to generate a pool of potentially qualified candidates. These candidates may be obtained through internal or external sources. ” This is how HR sources are called recruitment sources since they become targets on which recruitment techniques will affect.
Recruitment is basically a process of market communication: it requires information and persuasion. The initiation of the recruitment process depends on the line decision. Because recruitment is a staff function, your actions depend on an online decision, generally called employee requirements or personnel requirements.
The recruiting function is to supply the selection of candidates. It is an activity whose immediate objective is to attract candidates, to select the future participants of the organization.
Recruitment begins with data regarding the present and future needs of the organization's Human Resources.
2. Selection
The selection process involves both gathering information about job candidates and determining who should be hired.
Recruitment and selection of HR must be considered as two phases of the same process.
The task of selection is to choose among the candidates who have been recruited, the one who has the best chance of adjusting to the vacant position.
HR selection can be defined as choosing the right man for the right position, or among the recruited candidates, those most suitable for the existing positions in the company, with a view to maintaining or increasing the efficiency and performance of personnel.
Selection tries to solve two basic problems:
- The adequacy of the man in chargeThe efficiency of the man in charge
3. Design, description and analysis of charges
The job description is a written relationship that defines the duties and conditions related to the job. It provides data on what the applicant does, how he does it, and why he does it.
A position, Chruden and Sherman note, “can be defined as an organizational unit that involves a set of duties and responsibilities that make it separate and distinct from other positions.
It is the process that consists of determining the elements or facts that compose the nature of a position and that make it different from all the others existing in the organization.
The job description is the detailed list of the attributions or tasks of the position (what the occupant does), the methods used to carry out those attributions or tasks (how he does it) and the objectives of the position (what he does it for)).
Charge analysis is the process of obtaining, analyzing and recording information related to charges. It is a process of investigating work activities and the demands of workers, whatever the type or level of employment.
4. Performance Evaluation
It is an essential management technique in administrative activity.
The procedure for evaluating personnel is called performance evaluation, and it is generally elaborated from formal evaluation programs, based on a reasonable amount of information regarding employees and their performance in office.
Its function is to stimulate or seek the value, excellence and qualities of someone. Measure the performance of the individual in office and their development potential.
5. Compensation
It is given by the salary. Its function is to give a remuneration (adequate for the service provided) in monetary value, to the employee.
6. Social Benefits
"They are those facilities, comforts, advantages and services that companies offer their employees." These benefits can be financed totally or partially by the company.
Their role is to maintain and increase the workforce to a satisfactory level of morale and productivity; as well as saving your employees efforts and worries.
7. Hygiene and Safety
They constitute two closely related activities, aimed at guaranteeing personal and material working conditions, capable of maintaining a certain level of employee health. According to the concept issued by the World Health Organization, health is a complete state of physical, mental and social well-being, and not just the absence of disease.
Its function is related to the diagnosis and prevention of occupational diseases from the study and control of two variables: man and his work environment; as well as the provision not only of medical services, but also of nursing, first aid; full or part time; according to the size of the company, ethical and cooperative relationships with the family of the sick employee.
8. Training and Development
It is the area that is in charge of training the occupants of the company positions in the short term, as well as that of providing its employees with programs that enrich their job performance; obtaining in this way higher productivity of the company.
Its function is that through these programs the quality of the company's productivity processes is brought, increasing the knowledge and expertise of an employee for the development of a certain job or position.
9. Labor Relations
It is based on the organization's policy towards the unions, taken as representatives of the wishes, aspirations and needs of the employees. Its objective is to resolve the conflict between capital and labor, through intelligent political negotiation.
10. Organizational Development
"The DO is based on the concepts and methods of behavioral science and studies the organization as a total system." Its role is to improve the effectiveness of the company in the long term through constructive interventions in the processes and in the structure of organizations.
11. Database and Information systems
"The management information system (GIS) concept is related to information technology, which includes the computer or a network of microcomputers, in addition to specific programs to process data and information." Their role is to collect, store, and disseminate information so that the managers involved can make decisions, and maintain greater control and planning over their employees.
12. Audit
“The audit is defined as the analysis of the policies and practices of the personnel of a company, and the evaluation of its current operation, accompanied by suggestions for improvement. Its function is to show how the program is working, locating practices and conditions that are harmful to the company or that are not justifying its cost, or practices and conditions that must be increased. ”
Contribution of the Human Resources Departments to companies
Each of the departments that make up a company, have something to contribute to that organization. Among the contributions of the Human Resources Department we can highlight:
- It influences the behavior of personnel to achieve operational and financial results. It influences the care and nutrition of personnel. It influences employee defense. It influences the management of operational processes by HR. In the way of executing the company strategy.
Each of these contributions will depend on the company's objective and what vision or mission it has.
Survey for the Department of Human Resources in a company in the Dominican Republic
Features:
The main function of the EGE HAINA Company Human Resources Department is to support the other departments, help them recruit and maintain them in all the functions of the department.
Objectives:
- Selects and recruits employees Keeps staff by showing them various packages to incentivize them to accept the position, when they are chosen. That each complies with company and state labor laws. Make payroll. Communication is one of the most important points, since they interact with employees to keep them in a good working environment. Performance evaluation is also carried out which they do annually and is to detect the need for staff capacity. Rewards their employees to motivate them to develop a good job, for satisfaction of the company and of itself. Evaluation of competence
Is it Line or Staff? Why?
Staff, since they work in groups, are participative, each one knows and can perform the tasks of the other departments, that is, they are well trained and have a motto in the company "if you start something, finish it".
Location of the HR Department within the organization chart of the Company
Composition of the Organization Chart of the Human Resources Department of EGE HAINA
Definition and functions of the main areas that make up the HRD of EGE HAINA
- Coordinator: Responsible for all metal payments and benefits and compensation, paying just enough for fair work, making a package to motivate staff, ensuring their basic needs. Labor Relations: Comply with labor law, work with everything you have to do with statistics, the licenses of each employee, the absences they have had, staff vacations. Recruitment and Selection: The way to recruit is that they publish ads on sites that have to do with job application web pages, their exams. they are of intelligence and the tendencies of a person, they believe more in personal interviews, the exchange and see how the person develops in said interview. Training and Payroll:He is in charge of staff development so that he remains at the forefront of advances and new techniques and applications that the area in which he works may have. They have a plan which is called “Succession Plan”, which is based on monitoring the development or capacity that the staff is gradually acquiring, allowing this power to scale to new positions. Communication and work environment: This is It is in charge of channeling the communication channels that exist between the employees and their superiors, basically it is in charge of keeping the staff up to date in relation to the different information and events that occur in the company at a general level, it is in charge of things such as the objectives who wants to achieve the company, its mission,the values in which it is guaranteed for the good internal and external functioning.
Benefit provided by this department to the company
It provides an organization and structuring of personnel, establishes the functions of each area and verify the needs in terms of personnel and verify efficient communication between the different areas regarding the type of company.
conclusion
The Human Resources Administration seeks to interpenetrate human resources with the company's production process, making the latter more effective as a result of the selection and hiring of the best talents available based on their excellent work. As well as the maximization of the quality of the productive process depends in the same way on the training of the human elements to make their knowledge more valuable.
The Human Resources Department of a company seeks that the strategies and policies used by each department are the most appropriate, and in any case it acts as advice and consultancy for each department. This is a department that unites Human Resources in the most efficient way.
recommendations
EGE HAINA does not have a large human resources department, since it combines several areas and these in turn work together as one.
Each department has its importance in the company, and therefore we recommend this company to organize its department based on structural and functional growth.
Divide each one of the areas that make up a department of this category, giving its essential function to each one of its members, that is, completing the areas that they lack, such as training, compensation, social benefits; and separate those that are linked as recruitment and selection.
Although their areas work together as one, each must have its space since its functions vary.
Bibliography
- Personnel and Human Resources Administration Authors: William B. Werther Jr., Keith davis Edition: 5th Translated and printed in Mexico Year: 2000 Total Pages: 577 Human Resources Administration Author: Idalberto Chiavenato Edition: 1st Year: 1993 Editor: Mc Graw -Hill de México Total Pages: 578 Pages used: 173,174,201 Human Resources Administration Author: Idalberto Chiavenato Edition: 5th Editor: Lily Solano A. Total Pages: 699 Human Resources Administration Authors: George Bohlander, Scot Snell, Arthur Sherman Edition: 12th Year: 1993 Total Pages: 707 Year: 2001 Translated and Printed in Mexico Reinventing Human Resources: Changing roles to create a high-performance organization. Author: Margaret Butteriss Edition: 2000 Publisher: EDIPE Total Pages: 360 Used Pages: 56, 58, 75, 138,145The Future of Human Resources Management Author: Dave Ulrich, Michael R. Losey, Gerry Lake Edition: 2000 EDIPE Editor Total Pages 390 Pages used: 30Human Resources Management Author: Simón Dolan, Randall S. Schuler and Ramón Valle Edition: 1999 Editor: Mc Graw-Hill / Interamericana de España Total Pages: 455 Pages Used: 86 Personnel Administration Author: Gary Dessler Edition: 6th Editor: Prentice - Hall Hispanoamericana Total Pages: 715www.monografìas.com Link 1 - How to motivate employees Link 2 - Personnel Recruitment Process www.rincondelvago.com Link - Concept of Human Resources Administration www.depi.itchihuhua.edu.mx Link - Information on Human Resources Administration2000 Editora EDIPE Total Pages 390 Pages used: 30 Human Resources Management Author: Simón Dolan, Randall S. Schuler and Ramón Valle Edition: 1999 Editor: Mc Graw-Hill / Interamericana de España Total Pages: 455 Pages Used: 86 Personnel administration Author: Gary Dessler Edition: 6th Editor: Prentice - Hall Hispanoamericana Total Pages: 715www.monografìas.com Link 1 - How to motivate employees Link 2 - Personnel Recruitment Process www.rincondelvago.com Link - Human Resources Management Concept www.depi.itchihuhua.edu.mx Link - Information on Human Resources Administration2000 Editora EDIPE Total Pages 390 Pages used: 30 Human Resources Management Author: Simón Dolan, Randall S. Schuler and Ramón Valle Edition: 1999 Editor: Mc Graw-Hill / Interamericana de España Total Pages: 455 Pages Used: 86 Personnel administration Author: Gary Dessler Edition: 6th Editor: Prentice - Hall Hispanoamericana Total Pages: 715www.monografìas.com Link 1 - How to motivate employees Link 2 - Personnel Recruitment Process www.rincondelvago.com Link - Human Resources Management Concept www.depi.itchihuhua.edu.mx Link - Information on Human Resources Administration455 Pages Used: 86 Personnel Administration Author: Gary Dessler Edition: 6th Editor: Prentice - Hall Hispanoamericana Total Pages: 715www.monografìas.com Link 1 - How to motivate employees Link 2 - Personnel Recruitment Process www.rincondelvago.com Link - Human Resources Administration Concept www.depi.itchihuhua.edu.mx Link - Information on Human Resources Administration455 Pages Used: 86 Personnel Administration Author: Gary Dessler Edition: 6th Editor: Prentice - Hall Hispanoamericana Total Pages: 715www.monografìas.com Link 1 - How to motivate employees Link 2 - Personnel Recruitment Process www.rincondelvago.com Link - Human Resources Administration Concept www.depi.itchihuhua.edu.mx Link - Information on Human Resources Administration
Notes
- Personnel and Human Resources Administration Author: Davis Werther, Pàg. 18 Reinventing Human Resources: Changing roles to create a high-performance organization Author: Margaret Butteriss, Pàg. 56 Reinventing Human Resources: Changing Roles to Create a High-Performance Organization Author: Margaret Butteriss, Pàg. 58 Reinventing Human Resources: Changing Roles to Create a High-Performance Organization Author: Margaret Butteris, Pàg. 145 Reinventing Human Resources: Changing roles to create a high-performance organization Author: Margaret Butteriss Human Resources Administration Author: Idalberto Chiavenato, p. 139 Human Resources Administration Author: Idalberto Chiavenato, 1st Edition, Pg.. 173 Human Resources Management Authors: Simòn Dolan, Randall S. Schuler, Ramòn Valle, Pàg.86 Human Resources Administration Author: Idalberto Chiavenato, 5th Edition Human Resources Administration, Author: Idalberto Chiavenato, 5th Edition, Page 586 Human Resources Administration, Author: Idalberto Chiavenato, 5th Edition, Page 631 Human Resources Administration, Author: Idalberto Chiavenato, 5th Edition, Page. 631 Human Resources Administration, Author: Idalberto Chiavenato, 5th Edition, Page 652 Human Resources Administration, Author: Idalberto Chiavenato, 5th EditionAuthor: Idalberto Chiavenato, 5th Edition, Page 652 Human Resources Administration, Author: Idalberto Chiavenato, 5th EditionAuthor: Idalberto Chiavenato, 5th Edition, Page 652 Human Resources Administration, Author: Idalberto Chiavenato, 5th Edition
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