Analysis and design of positions in human resources administration

In the first course of Human Resources Administration, the main topic dealt with was the Analysis and Design of Positions. The present work tries to justify and explain the importance of this technique, which as we will see later, is necessary for the correct application of human resources policies. The objectives of the Human Resources Administration are practically the same as those set by the organization, therefore the internal structure and the relationship with other organizations, the function of the line and staff, the centralization or decentralization of human resources management have a great influence. and these points are what we will try to explain in the content of the work.

One aspect that is of great concern within organizations is the Rotation of Staff and Absenteeism and the Human Resources Administration will help us determine the causes of the lack or excess of each one having a broad and complex analysis based on the various areas of the ones that are supported and the history of the manpower that is counted to be able to elaborate a future vision of resources.

Thus, we will begin by understanding the basic characteristics of the Human Resources Administration, which we will abbreviate with the initials ARH, to then be able to understand the causes of Rotation and Absenteeism, so worrying in companies.

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HUMAN RESOURCES MANAGEMENT

Human resource management (ARH) is a relatively recent area of ​​study, yet it is perfectly applicable to any type or size of organization.

The ARH has as one of its tasks to provide the human capacities required by an organization and to develop abilities and aptitudes of the individual to be the most satisfactory to himself and to the community in which he operates. It should not be forgotten that organizations depend, for their operation and evolution, primarily on the human element they have. It can be said, without exaggeration, that an organization is the portrait of its members.

The multivariate nature of the Human Resources Administration

ARH is an interdisciplinary area: it covers concepts of Industrial and Organizational Psychology, Organizational Sociology, Industrial Engineering, Labor Law, Systems Engineering, Cybernetics, etc. The subjects dealt with by the ARH refer to multiple fields of knowledge: the application and interpretation of tests and interviews, of individual learning technology and organizational change, of nutrition and food, of medicine and nursing, of social service, careers, design positions and organization, job satisfaction, absenteeism, wages and social obligations, interpretation of laws that protect the worker, efficiency and effectiveness, statistics and records, responsibility at the level of supervision and auditing, etc.

The matters dealt with by the ARH refer to both internal aspects of the organization (introversive approach) and external or environmental aspects (extroversive approach).

Techniques used in the External Environment:

• Market Research on Human Resources Recruitment and selection Research on wages and benefits Relations with unions Relations with professional training entities Labor legislation

Techniques used in the Internal Environment:

• Job Description and Analysis Job Evaluation Training Training Performance Assessment Career Plan Social Benefits Plan Salary Policy Hygiene and Safety

Some ARH techniques are applied directly to individuals who are the subjects of your application, and others are applied to individuals through the positions they hold or through specific global plans or programs.

Techniques applied directly to people:

• RecruitmentInterviewSelectionIntegrationPerformance AssessmentTrainingHuman Resource Development

Techniques indirectly applied to people through:

• Busy charges

- Analysis and description of charges

- Evaluation and classification of positions

- Hygiene and safety

• Plans

- Human resources planning

- Database

- Social benefits plan

- Race plan

- Administration of wages

Other techniques tend to obtain and supply data, and others are decisions made about data.

Techniques that provide data

• Analysis and description of charges. Recruitment and selection. Interview Study of times and movements Evaluation of performance. Data bank. Disconnection interview. Personnel rotation records. Complaints and claims records Evaluation of charges. Salary Market Analysis Supervisor Training

Data-driven decisions

• Personnel administration Establishment of production patterns Promotions, transfers, readmissions and dismissals Determination of wages Supervision

The ARH can also refer to both the individual level, and the group, departmental, organizational and even environmental levels of the organization.

The Contingency of ARH

ARH is contingency, it is not made up of rigid and immutable techniques, but highly flexible and adaptable, subject to dynamic development. It depends on the organizational situation: on the environment, on the technology used by the organization, on current policies and guidelines, on the prevailing administrative philosophy, on the organization's conception of man and his nature and, above all, on quality. and amount of available human resources. As those elements change, so does the way the organization's human resources are managed.

In some geographically dispersed organizations, ARH can be centralized. The human resources departments located in each factory, although located in different premises, are directly subordinate to the Human Resources Directorate, which has centralized authority over those departments. This situation has the advantage of providing unity of operation and uniformity of criteria in the application of techniques in different locations, but it has the disadvantage of remote linkage and communications, in addition to delays in communications, decisions made They are taken at a distance by the upper body and often without a deep knowledge of local problems.

In other organizations also geographically dispersed, the ARH can be decentralized. The human resources departments located in each factory or unit, but receive advice and consulting from the Human Resources Directorate that plans, organizes, controls and advises the Human Resources bodies, which in turn receive orders from the managers of the factories. or units. This situation has the advantage of providing speed and adequacy in solving local problems, receiving technical advice and plans mounted in the matrix, adjusting them to the needs of the factory or unit where they are located. It has the disadvantage of heterogeneity and differentiation of criteria as they are adjusted to local needs.

In some organizations, the ARH body is located at the decision-making level that corresponds to the Directorate within the hierarchical level. In other organizations, the ARH body is located at the executive level, reporting to a decision-making body that is generally foreign to its activities, so that personnel matters are resolved by an element of management that is unaware of the complexity of the problem.

Actually, the location, level, subordination, volume of authority and responsibility of the ARH body depend on the design of the organization. What further underscores the multivariate and contingent nature of ARH is that organizations and individuals are different. In the same way that individual differences between people occur, so do differences between organizations, which makes ARH necessarily have to face those differences.

ARH as line responsibility and staff function

From a broad point of view, the basic responsibility of the Human Resources Administration at the business level corresponds to the highest executive. It is up to him to make decisions about the dynamics and destinies of the organization and the available and necessary resources. At the departmental or divisional level, the responsibility corresponds to the line executive. Then, then, each boss or manager is responsible for the human resources placed in her body and therefore they should know something about human resources, even if they really do not have the conditions to know them deeply. So it happens that many managers focus their efforts on ensuring the necessary availability of resources, but not everyone knows that they must keep things going. However, the larger the organization,the greater the number of hierarchical levels and therefore, the greater the difference between decision at the top and action at any of the lower echelons. Personnel specialists advise line managers on all types of controls, consulting, counseling and services to ensure uniform personnel management guidelines designed to achieve the organization's objectives.

If the management job is to plan, organize, command, coordinate, and control, you need to know exactly where you want to drive your efforts; This work needs to have a plan and a strategy, whatever its complexity or simplicity.

Pygors and Mayers point out that personnel administration is a line responsibility and a staff function, since it is the basic responsibility of management, at all levels and types of management and in all organizations. The friction between lines and staff

They will never disappear, but they can at least be minimized when line managers and staff specialists think of divisions and responsibilities and roles in an effort to mutually achieve the best form of organizational arrangement.

It is also often said that the personnel department has an advisory position rather than online, this position is of a Consultative, service or support nature. In theory, an advisory position does not have line authority over other organizational entities, and an advisory position is said to be outside the direct chain of command position as it does not directly contribute to the production, sale of goods or services of a business.

However, the ideal position of the ARH is modified in practice by:

• False understanding of what the staff organ staff function is Consequent conflicts between line and staff Differences resulting from various management philosophies and patterns

The success of a personnel management body depends, in a direct reason, on being considered by line managers as a source of help. Thus, personnel advice should be sought, never imposed. The personnel manager does not transmit orders to line members of the organization to its employees, except when it is within their own department.

ARH as a process

The ARH is made up of independent subsystems:

• Human resources feeding subsystem.

Includes market research, labor, recruitment, and selection.

• Human resources application subsystem.

Includes analysis and job description, integration or induction, evaluation of

merit or performance, personnel movement.

• Human resources maintenance subsystem.

Includes remuneration, social benefit plans, hygiene and safety in the

work, records and personnel controls.

• Human resources development subsystem.

Includes training and staff development plans.

• Human resources control subsystem

Includes data bank, human resource information systems and auditing

From Human Resources.

These systems are intimately inter-related and inter-dependent as shown below:

ARH Policies

Human resources policies seek to condition the scope of objectives and the performance of personnel functions. Policies are established rules to govern functions and ensure that they are carried out in accordance with the desired objects; they serve to provide answers to questions, causing subordinates to unnecessarily seek their supervisors for clarification or solution.

Policies can be classified into two types:

1. Regarding the level of the organizational structure that are applied:
   1. General company policies: they are comprehensive guidelines for action and under which all other policies must be made.

1. 1. Administrative policies: established for the guidance of high-level executives of the company. Operational Policies: established for the guidance of the most elementary level supervisors who develop and ensure the functions of senior management executives. Functional or advisory policies: they govern the activities of the personnel of specialized departments such as accounting, engineering, etc.
   Regarding the content covered by the admission, health, training, security, wages, benefits, etc. policies.

Human resources policies and programs vary greatly in terms of objectives and coverage depending on the following factors:

1. Historical background of the organization

1. Senior management attitudes Organizational size Company geographic location Union relations Government policies and restrictions

In the long term, human resources policies and programs that are well designed and developed can have the following consequences:

• Refinement of human resource management techniques Application of sound principles of top management to the base of the organization, mainly with regard to the needs of good quality human relations Adequacy of wages and benefits Retention of qualified human resources and highly motivated within the organization Ensuring personal worker safety in relation to employment and opportunities within the organization. Obtaining effective employee participation.

Each organization develops the human resources policy best suited to its philosophy and its needs. A human resources policy must involve what the organization intends on the following main aspects:

1. Human Resources provision policy:
   1. Where to recruit, under what conditions and how to collect the necessary resources for the organization

1. 1. Selection criteria for human resources and quality standards for admission, in terms of physical and intellectual skills, experience and development potential, taking into account the universe of positions within the organization How to integrate new participants into the internal environment of the organization, quickly and smoothly

1. Human Resources application policies: How to determine the basic requirements of the workforce, for the performance of tasks and attributions of the universe of positions of the organization.

1. 1. Criteria for planning, placement and internal movement of human resources, considering the initial position and the career plan, defining the alternatives of possible future opportunities within the organization. The criteria for evaluating the quality and adequacy of human resources through evaluation performance

1. Human Resources maintenance policies: Criteria for direct remuneration of the participants, taking into account the evaluation of the position and wages in the labor market, as well as the position of the organization against these two variables

1. 1. Indirect remuneration criteria for the participants, taking into account the social benefit programs most appropriate to the diversity of needs existing in the organization's universe of positions compared to labor market practices. How to maintain a motivated workforce, high morale, participatory and productive within the organization. Criteria related to the physical environmental conditions of hygiene and safety that surround the performance of the tasks and attributions of the universe of positions of the organization.

1. Human Resources development policies Diagnostic and scheduling criteria for constant preparation and retraining of the workforce for the performance of their tasks and powers within the organization

1. 1. Criteria for the development of human resources in the medium and long term, with a view to the continuous realization of human potential in gradually elevated positions within the organization Creation and development of conditions capable of guaranteeing organizational health and excellence, through the change of behavior of participants.

1. Human Resources control policies: How to maintain a data bank capable of providing the necessary elements for the quantitative and qualitative analyzes of the workforce available in the organization

1. 1. Criteria for permanent auditing of the application and adaptation of policies and procedures related to the organization's human resources.

The policies related to the ARH must have the following characteristics:

• Stability: sufficient degree of permanence to avoid very large alterations Consistency: consistency in its application, no matter the levels or areas affected Flexibility: the possibility of supporting necessary corrections, adjustments and exceptions Generality: The possibility of comprehensive and comprehensive application for the entire organization Clarity: simplicity of definition of understanding

Objectives of the ARH

The ARH consists of the planning, organization, development, and coordination and 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 it to achieve individual goals related directly or indirectly to work.

The objectives of the ARH are derived from the objectives of the entire organization. Every organization has as one of its main objectives the creation and distribution of a product. All the organs directly applied in the creation and distribution of that product or service carry out the basic activity of the organization.

The objectives of the ARH are:

1. Create, maintain and develop a contingent of human resources, with skill and motivation to carry out the objectives of the organization.

1. Create, maintain and develop organizational conditions for the application, development and full satisfaction of human resources and the achievement of individual objectives. Achieve efficiency and effectiveness with the available human resources.

Planning for ARH

Although Human Resources planning is not always carried out by the human resources body, the problem of anticipating its necessary quantity and quality to the organization is extremely important.

Several authors have presented Human Resources planning models that have many variations among each other.

The model presented by Heneman and Seltzer maintains that Human Resources needs are dependent on the estimated search for the product. The relationship between the number of people and the search volume of the product (variables) is influenced by variations in the productivity, expansion, technology and internal and external availability of financial resources and the human resources supply of the organization. The increase in productivity over the needs of Human Resources will depend on the magnitude of this increase and on the price elasticity of the product in the market.

The model presented by Kingstrom is focused on operational aspects. Consists in:

1. Select a strategic factor for each functional area of ​​the company, that is, an organizational factor whose variations proportionally affect labor needs

1. 1. Determine the historical and future levels presented by the strategic factor Determine the historical levels of labor by functional area Project the future levels of labor for each functional area, correlating them with the projection of the levels of the corresponding strategic factor.

Many models try to characterize the flow of people: into, through, and out of the organization. The model presented by Haire is based on the mentioned flow. Based on past experience with people leaving the organization and being promoted, the Haire model allows predicting how many people will need to be admitted to maintain the stability of the system. It can also be used to predict the consequences of other contingencies, such as promotion policy or decreased recruitment. This model is very useful for analyzing the career approach when the organization adopts a vigorous policy in this regard.

The model presented by Sikula is broader and more comprehensive. You must take into account four factors: production volume, technological changes, supply conditions and search and career approach. For Sikula, a systemic and total human resources planning model should include:

1. Organization objectives

1. Organization Planning Human Resources Audit Human Resources Forecast Action Programs.

These components form sequential and interrelated phases in such a way that it becomes difficult to determine when one phase ends and when the other begins.

All the components and facets of Human Resources planning are dynamically interrelated.

Basic difficulties of ARH

The basic difficulties of ARH are:

1. The ARH is understood with means, with intermediary resources and not with ends. It is an advisory function, whose fundamental activity is to plan, provide specialized services, advise, recommend and control.

1. ARH is understood with living, extremely complex, diversified and variable resources, which are people. Those resources are imported from the environment for the organization; They grow, develop, change activity, position and value. Human resources are not only within the ARH area, but mainly located in the various organs of the organization and under the authority of various bosses or managers. This is how each boss or manager is directly responsible for their subordinates. ARH is primarily concerned with efficiency. However, the most concrete fact of its existence is that it cannot easily control the events or conditions that produce it.This is because the main events or conditions of its operations are the activities of the various areas of the organization and the heterogeneous behavior of the participants. The ARH works in environments and in conditions that it did not determine and over which it possesses a degree of power and control very small. Hence, it is generally intended for accommodation, adaptation and compromise. Only with a clear notion of the main purpose of the organization, with much effort and insight, the Human Resources executive can achieve reasonable power and control over the destinies of the organization. The performance and quality standards of human resources are extremely complex and differentiated, varying according to the hierarchical level, with the area of ​​activity,with the applied technology and with the type of task or attribution. Quality control is done from the initial personnel selection process and is continuously extended throughout daily performance. ARH does not work directly with sources of income. Among other things, there is some preconception that having staff necessarily implies having expenses. Many companies still restrictively agree on their human resources in reductionist terms of productive and unproductive personnel or direct and indirect personnel.Many companies still restrictively agree on their human resources in reductionist terms of productive and unproductive personnel or direct and indirect personnel.Many companies still restrictively agree on their human resources in reductionist terms of productive and unproductive personnel or direct and indirect personnel.

ARH does not always receive significant support from senior management, which is transferred to other areas that deceptively gain higher priority and importance. This may not always be good for the organization, as what is good for one segment of the organization is not necessarily good for the entire organization.

The activities of small groups or work teams are basic in the interaction of the units of organizational life; they are the focal point of the study of human behavior in organizations. The study of the total system of an organization focuses on the interaction of four levels of behavior or effectiveness:

1. Individual effectiveness of the employee, the supervisor, the manager, etc.

1. 1. 1. Efficacy of the working group Intergroup coordination Total organizational effectiveness

The task and the person are two dimensions that must be integrated, which leads to the study of motivation for work, of communications, of perceptual distortions and lack of information, of small work groups, of informal organization and of other areas. Typical problems in today's industry are:

1. People are not involved or committed to their job-job dissatisfactions.

1. Absenteeism is large. Much dysfunctional competition occurs between individuals and groups Communications are inadequate, cause much distortion and lack of information. There is confusion and misunderstanding about goals and priorities. Supervisors do not want to take responsibility.

One of the most critical aspects of ARH is the difficulty of knowing whether or not a good job is being done; It is full of challenges and risks in a terrain where disastrous mistakes can be made with the security of being correct. The strategies and decisions related to ARH require more insight into the consequences.

TEST

The Human Resources Administration provides individuals in a company with the skills and aptitudes necessary to achieve the satisfaction and efficiency required within the organization. It is multivariate in nature to achieve the aforementioned objectives, using areas such as Psychology, Sociology and Law, through evaluations, analyzes, statistics, tests, etc. Through the aforementioned means, deals with matters both within the company and outside it. Within it uses techniques such as Job Analysis, Job Description, Job Creation, Plans and of course the Policies; Some of these techniques are applied directly to people, such as selection, recruitment, and interviews, and others to positions such as job analysis, description, and evaluation.Outside the company, he uses techniques such as Market Research and Salary Research in the Human Resources Market and related to work and its legislation. Then, then, the Human Resources Administration not only refers to the individual aspect, but also to the satisfaction of group needs and the organization in general within the company.

Taking into account that ARH is in relation to people, it must be a contingent discipline to be flexible within the organization. This is why ARH can be centralized or decentralized, which will depend on the size of the organization. It will be centralized when the Department of Human Resources exists within each factory, having authority over the rest of the departments, which allows decisions and changes to be uniform, however there is a risk that they may not be adequate, since makes decisions without having close knowledge of what is involved. It is decentralized when the departments receive advice from Human Resources; This helps decisions to be made more quickly, but has the drawback of diversifying points of view.ARH is a line and staff responsibility since managers are responsible for guiding the company and its resources (line function) and as an organization becomes more complex, the number of divisions that will be in charge of managers.

The ARH must be applied as a process, since it has to comply with the following subsystems to achieve the complexity of the system: the feeding of human resources (investigations), their analysis and evaluation, their maintenance (plans and their control), their development and its control (by auditing human resources), which are directly related to each other.

ARH policy will regulate the functions performed within the company. They will be prepared according to the goals you want to achieve, the size of the company, its geographical location, the form of organization and government policies. There may be global policies that work for the entire company; policies directed at administrators; operating policies for supervisors; advisory policies for specialized departments and policies focused on workers where health measures, wages, training, etc. are regulated. When the policies have been properly designed,The company will have several achievements, such as the perfection of the ARH and, above all, having the assurance that the worker will function properly in the company thanks to achieving personal satisfaction in their work. In the elaboration of policies, the process followed by the ARH must be taken into account, in such a way that policies for the provision, application, maintenance, development and control of human resources will be elaborated. Like plans, policies will need to be flexible because they are always subject to change, stable, consistent in their application, and primarily general and clear so that they can be understood and well applied across the enterprise.maintenance, development and control of human resources. Like plans, policies will need to be flexible because they are always subject to change, stable, consistent in their application, and primarily general and clear so that they can be understood and well applied across the enterprise.maintenance, development and control of human resources. Like plans, policies will need to be flexible because they are always subject to change, stable, consistent in their application, and primarily general and clear so that they can be understood and well applied across the enterprise.

The objectives of ARH will be the same as those of the organization; These are mainly the efficiency and effectiveness to achieve higher productivity by satisfying the work of the individuals who make up the company.

There are several models of human resource planning developed by administrators Heneman and Seltzer, Kingstrom, Haire, Sikula, among others. The Heneman and Seltzer model says that the increase in productivity will depend on the expansion, technology and availability of the company's resources. The Kingstrom model focuses on determining the historical levels of labor in each area and its future vision. Haire's model is based on the flow of company personnel, analyzing those who no longer belong to it or who were promoted to determine the number of people who should be admitted. Sikula's model takes into account the objectives of the company, the organization, human resources and action programs.

The main difficulty of ARH is that it deals directly with people and organizations; The former are changing and never stable, and the latter are complex as they have various areas, departments, and functions within it, and must adapt to the structure of the latter and the way in which managers manage to achieve its main objective (efficiency and effectiveness).).

HUMAN RESOURCE OFFERS SUBSYSTEM

Maintaining the systematic approach, we consider the organization as an open system in which various types of resources (material, financial, human) enter and from which some species of products or services emerge. The open system maintains an interaction with the external environment, making exchanges; the inputs of resources and information enter the system that produces results, outputs, services or information. This system input-process-output approach has been used as a measure of system performance.

When interacting with the environment, the system sheltered by the restrictions and limitations that the environment imposes on it. These restrictions are very varied, ranging from limitations on the price of products to restrictions on capital and the demand for products and labor.

The organizational environment

A system operates within an environment along with other systems. From this environment, the system receives the information and data for decision-making, the necessary inputs for its operation, input of financial resources, input of human resources; restrictions imposed by the environment, and in that environment, the system places the results from its operations (products and services); the residues of these operations (remains of obsolete materials, machines and equipment); results from the specific application of financial resources (profit, distribution of dividends, bonuses and bank fees); the specific results of the application of marketing resources (sales, promotion, advertising campaigns, distribution of products to customers, in addition,of a certain number of people who totally disassociate themselves from the organization.

Of all these aspects of the environment we are specifically interested in the fact that human resources enter and leave this system, generating dynamism.

Human Resources Market and Labor Market

Market is the geographical or territorial area where there are groups of individuals, more or less, organized that seek or offer goods or services and set prices.

The job market is made up of job offers offered by companies at a certain time and in a certain place. The human resources market is made up of the set of individuals fit for work at a certain time and in a certain place.

The labor market is made up of companies and their employment opportunities, and the human resources market is made up of actual and potential candidates for such opportunities.

Taking supply as the availability of jobs and demand as the need to be employed, the labor market can assume three situations.

1.Supply greater than demand: job availability situation, there is more job offer by companies than candidates.

1. Recruitment is delayed, its performance is lower and investments in recruitment strategies are increased and do not bring candidates in sufficient numbers or within the expected quality standard.

1. Thus, the selection criteria are made more flexible and less demanding. The starting salary schemes offered to the few candidates that apply tend to rise, causing distortions in the companies' salary policy. There is an intensification of competition among companies that They use the same labor market. Candidates select and choose the companies that offer them the best salaries. Companies try to retain and fix their employees since any substitution is delayed and risky.

2. Offer equivalent to demand: there is a situation of equilibria between the volume of supply and the number of candidates.

3. Offer less than demand: situation of availability of candidates, there are more candidates looking for jobs, than enough positions in companies. This situation has consequences for companies such as:

1. Recruitment has a very high performance any applied strategy attracts a large volume of candidates which allows companies to reduce investments in recruitment strategies.

1. Thus, the selection criteria can become more rigorous and more demanding. they are presented, since the number of candidates in relation to the existing positions is much greater; Competition is mainly manifested in salary proposals.

In the human resources market, this situation is reversed. Three situations can be assumed.

1.Supply greater than demand: situation of availability of candidates, there is more supply of candidates than the search by companies. This situation leads to the following consequences for the candidates:

1. Difficulty obtaining employment

1. Companies stop developing their recruiting strategies The demands of companies become greater, drastic and severe. Candidates begin to compete, contesting existing positions Companies stop using salary and benefits as assets to intensify recruitment Candidates have no conditions to select and choose the companies where they intend to work.

1. Supply equivalent to demand: there is an equilibrium situation between the volume of offers of candidates and the number of job opportunities that arises in the various companies in the market. Offer greater than demand. Job availability situation, there are more job opportunities available to the candidates than the human resources available. There is enormous ease in finding employment; There are many positions and there are few candidates who apply.

1. Companies develop a series of recruitment strategies and intensify their efforts to obtain human resources. The demands of companies become more flexible and elastic, eliminating small barriers that could prevent the admission of personnel. Candidates select and choose the companies that offer them better salary conditions, sales work fees.

There is a continuous exchange between the human resources market and the labor market. Both interact with each other and have a continuous and mutual influence.

The supply of one market corresponds to the demand in the other and vice versa; the output of one is the input of another.

OFFER SITUATION	SEARCH SITUATION
-Excessive amount of data -Competition between candidates to obtain jobs. -Decrease in salary claims. -Extreme difficulty in getting a job -Fear of losing the current job and greater fixation in the company -Reduction of absenteeism problems -A candidate accepts any opportunity from the moment it arises. -Orientation towards survival.	-Insufficient number of candidates. -Lack of competition between candidates -Elevation of salary claims -Extremely easy to get a job - Willingness to lose current job -Increase in absenteeism problems. -A candidate selects multiple opportunities. -Orientation towards improvement and development.

Staff rotation

One of the most important aspects of organizational dynamics is human resource turnover.

The term of rotation of human resources is the fluctuation of personnel between an organization and its environment, that is, the exchange of people between the organization and the environment is defined by the volume of people entering and leaving the organization. Generally, staff turnover is expressed through a percentage relationship, over a certain period of time. The rotation is almost always expressed in monthly or annual indices to allow comparisons, develop diagnoses or promote actions.

The organization as an open system is characterized by the incessant flow of human resources that it needs to be able to develop its operations and generate results.

Between the inputs that the organization imports and the results that it exports, there must be a certain dynamic balance capable of keeping the operations of the transformation process at controlled levels. If the inputs are more voluminous than the outputs, the organization has its transformation processes congested or its reserves of results stored and paralyzed. If, on the contrary, the inputs are less than the outputs, the organization does not have the resources to operate the transformations and continue the production of results. Thus, both the inflow and outflow of resources must maintain homeostatic mechanisms capable of self-regulating and thus guarantee a dynamic balance.

Dismissals of personnel have to be compensated through new admissions so that the level of human resources is maintained in adequate proportions for the operation of the system.

Staff Rotation Index

The calculation of the staff turnover rate is based on the volume of staff entries and exits in relation to the resources available in a certain area of ​​the organization, within a certain period of time and in percentage terms.

The equation for measuring staff turnover is as follows:

Staff turnover rate = (((A + D) / 2) (100)) / EM

A = Admissions of personnel in the considered area within the considered period.

D = Disconnection of personnel in the considered area within the considered period.

EM = Average cash of the area within the period considered. It can be obtained by the sum of the existing strengths at the beginning and at the end of the period, divided by two.

Staff turnover expresses the percentage of employees who circulate over the average number of employees, in the area and in the period considered.

A staff turnover rate equivalent to zero would demonstrate a state of total stagnation of the organization. On the other hand, a high staff turnover rate would reflect a state of fluidity and entropy of the organization that could not adequately fix and assimilate its human resources.

The ideal turnover rate would be that which would allow the organization to retain good quality personnel, replacing that which presents performance distortions that are difficult to correct within a feasible and economic program. There is no number that defines the ideal turnover rate, but a specific situation for each organization based on its problems and the external situation of the market itself.

There are companies that evaluate staff turnover by department and section. In these cases, each subsystem should have its own calculation of the rate of staff turnover through the following equation:

Staff turnover index = (((A + D) / 2) + R + T) (100) / EM

R = Reception of personnel by transfer from other subsystems

T = Personnel transfers to other subsystems.

Determination of the causes of staff turnover

Staff turnover is not a cause, but an effect, the consequence of certain phenomena located internally or externally in the organization on the attitude and behavior of staff. It is, therefore, a dependent variable of those internal and external phenomena of the organization.

Among the external phenomena we can cite the situation of supply and demand of human resources in the market, the economic situation, employment opportunities in the labor market, etc.

Among the internal phenomena that occur in the organization we can mention:

• The organization's salary policy;

• The organization's benefits policy; The opportunities for professional growth located within the organization; The type of human relations developed within the organization; The organizational culture developed within the organization; The policy of recruitment and selection of human resources; criteria and training programs for human resources;

Through research and information obtained through interviews

of separation, that the organization must diagnose the failures and correct the causes that cause the exodus of personnel. When an organization develops an inadequate human resources policy, it also causes a negative attitude of the personnel that predisposes their withdrawal from the organization. Some companies use the separation interview as the primary means of monitoring and measuring the results of the organization's human resources policy. It is usually the primary means of determining the causes of staff turnover.

The disengagement interview tries to cover the following aspects:

1. Verification of the basic reason for separation

1. Employee opinion on the company; Employee opinion on the position he occupies in the organization; Employee opinion on the direct boss; Employee opinion on his work schedule; Employee opinion on the physical environmental conditions of his work; employee on the social benefits of the organization; Employee opinion on his salary Employee opinion on the human relations existing in his section; Employee opinion on opportunities for progress in the organization; Employee opinion on the morale and attitude of his colleagues of work; Employee opinion on the opportunities they find in the job market

Generally, in the termination interview, the information collected refers to those aspects that are under the control of the employees, or are clearly perceived by them.

There are certain aspects that are totally beyond the perception and control of employees and that must be collected within the organization, from records that are maintained by the organization's human resources system. Those data are the following:

1. Verification of the date of admission of the employee and his professional career within the company;

1. Verification of the results of the performance evaluation; Verification of compliance in discipline, punctuality, etc.; Verification of the results obtained in the selection tests; Verification of the results obtained in the training programs granted by the organization Verification of personal data such as: age, sex, marital status, address, professional experience, average time spent in the previous jobs and verification of internal data such as: section where you work, position that occupies working hours, salary, name of direct supervisor, etc.

The information collected through the disassociation interviews and from other sources allow an analysis of the organization, its environment and consequently an evaluation of the effects of the human resources policy developed by the organization that determines the necessary alterations, with a new view strategies to correct its effects on staff turnover.

This situational analysis allows putting into practice an effective and constant evaluation of the operation of the human resources policy developed by the organization, regarding the procedures of:

• Recruitment and selection:

• Integration of newly admitted personnel Compensation Social benefits; Training; Planned movement of personnel (career plan); Work hygiene and safety; Maintenance of discipline and organization; Formal and informal relations with employees; Performance evaluation.

The evaluation of the results of the organization's human resources policy allows ample adjustment possibilities in some aspects or in all of them taken together.

Determination of the Cost of Personnel Rotation

The system is efficient when it reaches the objectives for which it was built, it is important to know the performance and economy obtained in the application of resources. The system that saves its resources, without sacrificing its objectives and the results achieved, has greater possibilities of continuity and permanence. Obviously one of the many goals of any system is self-defense and survival. Knowing up to what level of personnel turnover a company can support without major damages, is a problem that each organization must evaluate according to its own calculations and base of interest.

Staff turnover involves a number of primary and secondary costs.

Among the primary costs of staff turnover are:

1. Recruitment and selection cost

• Admission and processing costs for the employee's application;

• Maintenance costs of the recruitment and selection body (salaries of the recruitment staff) Expenses in newspaper advertisements, recruitment sheets, hours of recruitment companies, recruitment material, forms, etc.; and Expenses for maintaining the selection of medical services (salaries of the nursing staff) averaged by the number of candidates undergoing medical screening tests.

1. Registration and documentation costs:

• Maintenance costs of the registration body and personnel documentation, expenses on forms, documentation, annotations, records, etc.

1. Integration costs:

• Training selection expenses, the distribution must be made by the proportional time applied to the integration program of new employees, divided by the number of employees undergoing the integration program;

• Cost of the time of the supervisor of the requesting body applied in the setting of the newly admitted employees in its section.

1. Unlinking cost:

• Expenses of the registration and documentation body related to the employee dismissal process, divided by the number of dismissed employees;

• Cost of the separation interview (interviewer time applied to the separation interviews, cost of the forms used, cost of preparing the forms, cost of preparing the forms on subsequent reports); Cost of compensation for time prior to the option by the FGTS, (Service Time Guarantee Fund); and Cost of advance payments related to proportional vacations, 13º. Proportional salary, advance notice

The cost of primary admission is calculated by adding the four costs within a certain period and dividing the result by the number of dismissed employees.

Since they are basically quantitative, the primary costs of staff turnover are easily calculable, a tabulation and data support system sufficing.

Among the secondary costs of staff turnover are:

Reflections of production

• Loss of production caused by the vacuum left by the dismissed employee, while not replaced;

• Generally lower production, at least during the setting period of the new employee who has held the position; Initial insecurity of the new employee and his interference in the work of colleagues.

Analysis and design of positions in human resources administration

• Image, attitudes and predispositions that the retiring employee transmits to his colleagues;

• Image, attitudes and predispositions that the beginning employee transmits to his colleagues; Influence of the two aspects mentioned above on the morale and attitude of the supervisor and the boss; Influence of the two aspects mentioned above on the attitude of customers and Providers.

Extra-labor cost:

• Extra staff and overtime expenses necessary to fill the existing gap or to cover the initial deficiency of the new employee.

• Additional production time caused by the initial deficiency of the new employee; Increase in the unit cost of production with the fall in the average deficiency caused by the new employee; yAdditional supervisor time spent on new employee integration and training.

Extra-operational cost:

• Additional cost of electric energy, due to the reduced production rate of the new employee; Additional cost of maintenance services, utilities, planning and control of production, service, etc. That they become higher compared to the reduced rate of production of the new employee; Increase in accidents due to a greater intensity in the initial setting period of the newly admitted; yIncreased repetition errors and quality control problems caused by the inexperience of the new employee.

Extra-investment cost:

• Proportional increase in insurance, equipment depreciation, maintenance and repairs rates in relation to the volume of production, reduced due to the existing charges for newcomers who are in the setting and training period; and

• Increase in the volume of salaries paid to new employees and, consequently, of readjustments of all other employees, when the labor market situation is one of supply, which intensifies competition and brings the supply of initial salaries to the human resources market.

Losses in business:

• The image and business of the company may suffer deterioration due to the poor quality of the products due to the inexperience of the employees.

Obviously, the calculations of the primary and secondary costs of staff turnover may have more or less influence, according to the level of interest of the organization. What really matters is the awareness on the part of the leaders of the organizations, of the deep reflections that the high turnover of human resources can bring not only for the company, but also for the community and for the individual herself.

Staff turnover has serious negative effects on the economy as a whole.

1. Rotation prevents the working population from incorporating the benefits of economic development and causes a greater concentration of income. In turn, it causes the fall in real wages, which reduces the purchasing power of workers. This hinders the growth of the domestic market and the emergence of a scale economy in the country, and there are serious restrictions in small and medium-sized enterprises that depend primarily on the absorptive capacity of the internal market. and medium-sized companies see their possibilities of faster expansion and generation of new jobs to be multiplied by the tertiary sector,further reducing the possibilities of growth in demand The immediate effects of the lower demand are disguised as it is artificially fueled by the visions of the FGTS, compromising the mechanisms of the national economy.

In the medium and long term, rotation causes enormous damage to the company, the market and the economy as a whole, and, mainly, to the employee as an individual, or socially, in relation to his family.

Absenteeism

Absenteeism or absenteeism is the absence of the worker from the company not caused by illness, or legal leave. In short, absenteeism is said to be the sum of the periods in which the employees of an organization who are not at work

Absenteeism refers to absence at times when employees should be working normally and does not include regular vacations, absences due to accidents at work and other reasons that depend on the organization itself. Another aspect that is very important and that must be considered is that the causes of absenteeism are not always in the employee himself, but in the organization, in the impoverishment of the tasks, in the lack of motivation and encouragement, in the unpleasant conditions of job

Among the main causes of absenteeism are:

1. Diseases actually proven;

1. Unproven disease; Various reasons of a family nature; Involuntary delays; yVoluntary offenses for various reasons.

Other causes that can also be cited:

1. Death of the employee;

1. Retirement; Unlinking of the company; Licenses for various reasons; Voluntary abandonment of employment.

Some specialists include workplace accidents among the causes of absenteeism, which can create confusion when trying to compare the absenteeism rates of different organizations.

Intrinsic factors of absenteeism

Benhrend notes some very frequent factors in cases of absenteeism. The main intrinsic factors of absenteeism are:

• Employment level. When the full employment regime is trending towards increased absenteeism, it is probably because employees are not afraid to be absent in the position that they will not be fired and that if this were to occur, other employment opportunities would be available to them. When the trend is to reduce absenteeism under human resources, it is probably because employees fear being fired or punished. Wages.Some authors believe that high wages are a stimulus to obtain a better level of assistance. However, others observed the opposite, that is, a direct relationship between good wages and absenteeism. Some authors try to explain this paradox by claiming that workers who have a fixed standard of living are satisfied with their earnings, because those earnings are sufficient to maintain that level. This is how absenteeism increases whenever profits increase.

However, any decision regarding wages must be based on two fundamental types of verification: 1) if the increase in wages causes fluctuations in absenteeism; and 2) if the records of employees with different salaries cause eventual differences in the respective absenteeism rates.

• Sex and family situation. All studies show higher absenteeism rate

Among women than among men. However, when it comes to truancy, the highest rate belongs to men.

• Age. There are many divergences regarding the influence of age on absenteeism rates. Some authors note higher rates among employees who are under twenty years of age.

Edward C. Kellogs, highlights that absenteeism is an undefined problem, since it is difficult to affirm to what extent it is inevitable, or to what extent the organization can effectively combat it.

Kellogs refers to some research done in the United States, which notes certain very definite forms of absenteeism. According to him:

• Women miss work more than men.

• Absenteeism is highest on Mondays and lowest on Wednesdays and Thursdays. The absenteeism rate increases in the days before and in the days after the holidays

• Absenteeism is higher in offices than in factories.

• Time and distance from residence to work place have little influence on absenteeism. Absenteeism is less on hot days. Workers in large companies tend to miss work more than those in small companies. Respiratory illnesses cause 50% of absences and are responsible for 30% of the total time lost. Employees who miss a lot in the first year of work generally continue to miss in the following years.

Chruden and Sherman cite a study conducted in large public utility companies that reveals a high correlation between absenteeism rates and employees' attitudes toward management, their immediate superiors, and their coworkers. Among officials, the study revealed that absenteeism is associated with the following problems:

• Lack of freedom to discuss position issues with the supervisor;

• Lack of feeling of group solitude; Dissatisfaction regarding opportunities for promotion; Dissatisfaction regarding salary; Lack of recognition for good performance; e Dissatisfaction with mid-management (supervision)

Sternhagen recommends action at the supervisory level with due support of organizational policies and management support for effective control of absence levels and staff delays. He proposes that the calculation of the absenteeism index be calculated using the following formula:

Absenteeism rate = Total number of man-hours lost X100

Total man-hours worked

TEST

The organization is an open system in which various types of resources enter so that it can function. The organization maintains a relationship with the external environment by interacting with it the organization is restricted therefore the organization does not operate freely but with the limitations imposed by the environment in which it is located.

The organization operates within an environment together with other systems, and it is from there that the system receives the information to make its decisions. When operating the organization within an environment together with other systems, it will receive various types of information such as inputs from all types of resources, waste from the activities it is dedicated to, results obtained by applying the resources that the company has and the reasons why people separate from the company, which is something that we should pay more attention to.

Market is the place where people offer or buy their goods.

The labor market is made up of all the employment opportunities offered by companies at a certain time and in a certain place. The human resources market is made up of job candidates offered by companies at a certain time and in a certain place

Three situations can arise in the labor market:

1. supply greater than demand, that is, there is more supply of employment than candidates

1. Supply equivalent to demand, that is, there is a situation of equilibrium between job offers and candidates; less than demand, that is, there are more candidates looking for a job than a supply of jobs.

Three situations arise in the human resources market

1. Supply greater than demand, that is, there is more supply of candidates than supply of jobs.

1. Supply equivalent to demand, that is, there is a situation of equilibrium between the supply of candidates and the number of jobs in the market. Offer greater than demand, that is, there are more job opportunities than candidates for them.

Staff turnover is the number of people who enter and leave the organization in a given period, since the organization is characterized by being an open system and therefore staff turnover occurs because when interacting with the environment environment, human resources are going to have to enter and leave, therefore staff exits are going to have to be corrected with the hiring of human resources. Staff turnover can increase when there is a large supply of work, and therefore workers have more places where they can work.

To calculate the rate of staff turnover, they must be based on the inputs and outputs of staff in relation to the human resources available in a certain area of ​​the organization.

Staff turnover expresses the percentage of employees who circulate over the average number of employees, in the area and in the accounting period.

The staff turnover rate says a lot about the company, that is, if the company has a high turnover rate, it means that the company cannot retain its employees, either because they do not like the job or for various reasons, and a low turnover rate is also not convenient why it would demonstrate stagnation of the organization.

There is no ideal turnover rate, but this will be determined by each company according to their situations.

Staff turnover is an effect of certain circumstances, whether they are external or internal situations of the company. External situations can be the offer of work in other companies, and to determine the internal causes of staff turnover, an investigation must be carried out with the workers who stop working for the company by means of termination interviews and also the company. You have to investigate certain data that goes unnoticed by the worker.

The information obtained from the separation interviews and from other sources allows the company to analyze its human resources policy, so that if it has any errors it can be corrected.

Staff turnover involves primary costs that refer to what is spent to be able to hire staff to fill the vacancies due to staff turnover, that is, they are all costs that are made for recruitment, selection, and integration.; for workers who are barely going to enter the company and severance costs for workers who leave the company.

Secondary costs of staff turnover refers to expenses in production, to the attitudes that staff choose for staff turnover, extra expenses for staff hired to not leave the vacancy empty. Staff turnover has serious negative effects on the economy as a whole.

In the medium and long term, rotation causes damages to the company, the market and the economy as a whole, and mainly to the employee as an individual, or socially in relation to his family.

Absenteeism is the absence of the worker from the company not applauded due to illness or permission of the employer, that is, when the worker is absent when he should be working normally.

The causes of absenteeism are very varied and do not always depend on the worker, if not because his job no longer pleases him or motivates him.

The intrensic factors of absenteeism can be due to:

Level of employment, that is, they think that they cannot be fired at their job, or the opposite, because they think that they may be fired. Salary and this is from the point of view of each worker. Sex and family situation and age, as it can be seen that workers under the age of twenty miss more work.

GENERAL ESSAY

The Human Resources Administration has (and needs) a multivariate system for the fact of dealing directly with people and organizations to achieve effectiveness and efficiency within a company. This is achieved by acting inside and outside the company through different techniques, such as selection, recruitment, job analysis, audit of the Human Resources Market, etc.

Contingency in the ARH is necessary since it can be centralized or decentralized within the organization, the first having the advantage that decisions are uniform and the disadvantage that appropriate decisions are not made due to the distance between the areas of the organization. company and the second has the advantage of speed in decision making but as a disadvantage the diversification of the point of view in these. The policies oblige the ARH to be systematic, since it must verify its compliance by feeding human resources, through its analysis, evaluation, maintenance, development and control. The policies will serve to guide the way of application of human resources in the organization, therefore, there will be general policies and directed to specific positions.

When it comes to planning ARH, there are several approaches:

1. That of Heneman and Seltzer; maintains that the increase in productivity depends on the expansion, technology and resources of the company.

1. 1. The one at Kingstrom focuses on determining historical and future values ​​of the workforce The one at Haire, based on the flow of company personnel The one at Sikula takes into account the objective, the organization, its human resources and its plans.

The main difficulty of ARH is dealing directly with people and organizations, as these are changing and therefore make it more complex.

Being an open system, the organization allows the entry of various resources and interacts with other systems in the environment and receives information for decision-making from the environment; should give higher priority to the exit and entry of Human Resources, which are obtained from the Human Resources Market, which is made up of individuals fit for work and the Labor Market is made up of job offers offered by companies.

Staff turnover is the exchange of workers between organizations and the environment. The separation of personnel has to be corrected with the hiring of new workers. The staff turnover index defines the percentage of employees who circulate over the average number of employees in the company. The ideal turnover rate would be one that allows retaining good quality personnel and replacing bad elements, but there is no number that defines the best turnover rate, rather it will be determined according to the company in question. The turnover of personnel is the consequence of external and internal phenomena, one can cite with an external phenomenon the job offer by the competitors in the environment,and to determine the internal phenomena, it is necessary to carry out interviews for the separation of workers who leave the company and search within the organization for data that the worker has not provided.

Staff turnover involves primary and secondary costs; the primary costs the investments made by the company to hire the personnel to fill the vacancies and the secondary ones are what the company spends during the time that a vacancy is filled. Staff turnover causes harm to the company, the economy and the employee as an individual or in relation to her family.

Absenteeism is the time when a company employee is not working when he should be. Some of the factors that cause absenteeism are the lack of motivation for the work done, either because he is an expert in his work or because he does not like the work; Another factor of absenteeism is the level of employment, wages, sex, age and family situation.

CONCLUSION

The application of the ARH is necessary within an organization, whatever its magnitude, rotation and number of employees. In order for it to give optimum results and the achievement of the objectives (efficiency and effectiveness), the policies and plans must be applied appropriately, which, as we have explained, are very varied, changing and comprehensive.

Furthermore, it is necessary that specialists in the area verify the application and operation of the ARH, to avoid errors in decision-making and organization; In this aspect the good function of the managers of the organization enters, within the function of line and staff and the one that allows their adequate intervention.

The multivariate nature facilitates the studies that the ARH must carry out, since the character of the people and the structure of the organizations are variable and require different approaches to their treatment.

The ARH is necessary for the application and change of Human Resources, since when rotating personnel, all the basic needs of the position must be taken into account so that the vacancy can be quickly covered at the lowest possible cost and with the best efficiency.

The ARH can also help to reduce absenteeism, determining what are the factors for which the worker misses work and thus be able to give them other functions or place them in different positions according to their needs.

BIBLIOGRAPHY

• CHIAVENATO, Idalberto; Human resources management; Ed. McGraw Hill, 1999, Fifth Edition, Mexico; Pages 127 to 172.http: //www.itlp.edu.mx

Summary:

Multivariate character and contingency of the ARH; ARH as line responsibility and staff function; ARH as a process; ARH Policies, Objectives, Planning and Difficulties. Human Resources offer subsystem. The organizational environment; Human Resources Market labor market; Index and determination of the causes and costs of Personnel Rotation (intrinsic factors); Absenteeism

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