1. Introduction and outline of the essay, listing the points to discuss.
This essay shows the most important aspects considered about Human Resources Management, which as we know by definition is in charge of developing and managing the policies, programs, procedures that provide an efficient, organizational structure, capable workers, opportunity for progress, satisfaction on the job and job security for all workers. The essay explains the five most important topics considered in a personal capacity in Human Resources Management. These points are:
to. Human Resources Planning
b. Analysis and Design of Work
c. Recruitment and selection
d. Performance Evaluation and Review
and. Administration of wages and salaries
All these points are closely linked, as basic functions in human resource management, it is important to plan resources for the fulfillment of organizational objectives and goals of the organization, the analysis and design of positions allows us to know the tasks and activities of all positions within the organization, this serves as a reference to other functions of human resources management such as recruitment and selection, training, performance evaluation and salary administration. Recruitment and selection allows choosing, evaluating the suitable personnel for the fulfillment of the organizational objectives. The evaluation and performance review allows evaluating in two aspects:both to the employee to see their performance and to the organization evaluating how well the selection has been made and how the position is. As for wage and salary management, this represents an important factor in motivating employees.
The legal framework within this context represents a very important factor for the development of human resources, of a nation and of the security that this implies, this will be explained in the final part of the work in the conclusions part, making a comparative analysis of how this intervenes in the internal economy of a country.
2. Individual discussion and justification of their five selections.
Human Resources Planning
To meet the organizational objectives requires the necessary and adequate personnel, which is why the importance of human resource planning is therefore essential, that the positions in the organization have the qualified personnel to carry them out.
Human resources planning allows the company to supply the right personnel at the right and precise moment, this is a process of anticipating and preventing the movement of people within the organization, within it and outside. Its purpose is to use these resources as effectively as possible, where and when they are needed, in order to achieve the organization's goals.
Human resource planning with strategic planning go hand in hand; successful human resource planning helps to raise organizational capacity; that is, the organization's ability to act and change, in search of a sustained competitive advantage.
For effective human resource planning, we must take into account the need to forecast and predict future behaviors of the organization. For this, the following must be analyzed, among other things:
Analysis of environmental conditions
o Potential within the organization and skill levels.
o Design of the management philosophy and budget of the organization.
o Need for part-time temporary workers or contingency employees.
o Projections of reduction of personnel and transfers through the organization.
o Research for effective planning, providing useful and interesting data.
Forecasting is often more of an art than a science and provides inaccurate approximations rather than absolute results. The ever-changing environment in which an organization operates contributes to this problem.
There are 3 fundamental elements of the planning process which are: forecasting the demand for human resources, analyzing supply and balancing supply and demand considerations. Careful attention to each factor will help senior officers and supervisors meet their personnel requirements.
The Employee Demand Forecasting is a fundamental component of human resource planning, it is the forecast of the amount and type of people needed to fulfill the objectives of the organization. Various organizational factors can influence the demand for human resources as well as external factors such as business cycles, which have a large influence.
Once an organization has forecast future staffing requirements, it must next determine whether it has sufficient numbers and time to fill the expected vacancies. It is possible to apply supply analysis to the two sources of recruitment: internal and external.
For personnel requirements there are different patterns that require effective planning and coordination by the human resources area, facing an increase or decrease in the demand for personnel, so we have:
Contingency employees; It is when and how much work the company decides according to its need, generally they are short-term and in some cases they can be part-time.
Part time employee; He works as a regular employee but with fewer hours than the full-time employee.
Job sharing; shared work, is when 2 people who have the same position can work half the time one and the other half the other.
Telecomuniting; Work is done from home, as long as you have all the tools necessary to do your job. This currently occurs in some companies as it is beneficial to both the employee and the employer.
Job Analysis and Design
Job analysis represents a very useful tool, since it links other functions of the administration of the
Human resources include recruitment, selection, performance evaluation, training and development, promotion and administration of wages and salaries. The analysis of this point is important since, based on this, we can know the structure of the organization and through it the operation of each position.
Job analysis is the process of obtaining information about jobs in order to define their duties, tasks or activities. When the study of the jobs is finished, a deliverable is given with the description of the activities that the job involves. Human resource managers use this data to develop job descriptions and specifications.
The job analysis process takes place first of all by gathering information to collect job data such as tasks, performance standards, responsibilities, required knowledge, necessary experience, duties and equipment used in job development., all this information is collected by the analyst of the position with the employees directly or supervisors through interviews, questionnaires, direct observation, records, the analyst must take special care when conducting the interviews looking for various sources and also learn about the positions at the moment to observe the activities of those who do it.
As a consequence of the analysis and the information collected by the job analyst, the job descriptions and specifications are obtained, to be applied in other functions of human resources administration such as:
Recruitment; Recruiters need to know the job specifications for the positions to be filled. A job specification is a statement of the knowledge, skills, and abilities that a person needs to perform the job.
Selection; In addition to the job specifications, managers and supervisors use job descriptions to select and orient employees to the job.
Training and development; Any discrepancies between the knowledge, skills and abilities demonstrated by the person holding a position and the requirements that appear in the description and specification of the position, provide clues regarding training needs.
Promotion; Professional development as part of the training function has to do with preparing employees for promotion to positions in which their skills can be fully exploited. The formal skill requirements established for senior positions serve to detect the amount of training and development required for employees to climb to such positions.
Performance evaluation; The requirements of a job description provide criteria to evaluate the performance of the person who performs it. However, the results of said evaluation could reveal that certain requirements established for a position are not entirely valid.
Administration of wages and salaries; To determine the level of remuneration for the performance of the position, the relative value is one of the important factors, the value is determined depending on the degree of responsibility, skills and effort required.
The job design is a derivative of the analysis of the same, it is interested in the structure in order to improve the efficiency of the organization and the satisfaction of the employees in the job.
The fundamental characteristics in the design of work to take into account according to Richard Hackman:
- Variety of skills; skills to be accomplished including the use of personal talents. Task identities; degree to which it is necessary to be known from or beginning to end. Meaning of the task; Substantial impact on the lives of others. Autonomy; Freedom, independence and discretion in the development of the same. Job feedback; work provides a direct and clear way to performance effectiveness.
Recruitment and selection
Recruitment and selection of personnel is a very important aspect in human resources management since through this function you find the ideal and qualified personnel for the fulfillment of the organizational objectives.
Recruitment is the process of finding qualified personnel and directing them to work with the company. During this process, applicants are informed about the attitudes required to perform the position and the professional opportunities that the organization can offer its employees. The recruitment process begins with searching and ends when job applications are received.
Recruitment can take place within the organization as looking for potential outside it, that will depend on the availability of personnel, the company policy and the skills necessary to fill the vacancy.
Recruitment within the organization generates the following advantages:
o Lower cost, since it takes advantage of the investment made in recruitment, selection, training and development of its current staff.
o Good image of the organization, it is attractive and serves as a motivating factor for the personnel within the organization.
o Benefitting the organization's climate, promotions serve to reward employees for their past performance and should motivate them to continue to strive to achieve the organization's goals.
The methods for internal recruitment are:
o Advertising of vacant positions.
o Internal newspapers; through newsletters and monthly publications
o Employee references; Some companies give incentives for employing candidates who were referred by another employee.
o Inventory of skills; information or data regarding the candidate's skills.
Regarding external recruitment, it can occur from various sources such as:
o Ads; this is one of the most common methods to attract applicants, newspapers and magazines are the most widely used means but within this scheme are also: radio, television, public road announcements, posters and email.
o Employment agencies; They are companies dedicated to recruiting staff.
o Educational institutions, recruitment of new talents or recent graduates.
o Professional Organizations, unions.
The characteristics of this type of recruitment is that it is a more complex method, which implies higher costs, as well as a greater variety of candidates.
As for the recruitment of specific groups, this is regulated by law and they oblige employers to make a positive effort to recruit and promote members of the protected classes, so that their representation at all levels of the organization is approximate the proportion existing in the labor market.
Regarding selection, we can say that it is the process of choosing individuals who have important qualities to fill existing or projected vacancies.
The selection process consists of a series of specific steps that are used to decide which applicants should be hired. These steps involve the evaluation of candidates in a variety of dimensions, ranging from the concrete and calculable to the abstract and personal. The process begins in which a person applies for a job and ends when the decision to hire one of the applicants occurs.
The selection process involves evaluation through different types of exams, these can be: aptitude or potential ability, mental ability or intelligence, personality (emotional intelligence), interests, physical ability. Abuse of controlled substances, knowledge or use.
Traditionally, selection interviews have played a very important role in the candidate election process; So much so that it is rare to find a case where an employee has been hired without some kind of interview. Depending on the type of position, applicants may be interviewed by one person, members of a team, or other people in the organization.
Among the different interview scenarios, they can take place one by one, by video conference, panel or group depending on the company's policy in the selection process. Selection interviews differ according to the methods used to obtain information and discover an applicant's attitudes and feelings. The most significant difference is found in the amount of structure, or control, that the interviewer exercises. In the highly structured interview, the interviewer determines the course that the interview will take as each question is asked. Another type of interview can be the one based on behavior, not direct (questions not related to the work to be carried out but evaluative) as situational or problem (resolution of a hypothetical case)
After all candidates have been evaluated and interviewed, the final decision generally rests with the manager or supervisor in need, who selects the most qualified candidate and makes an offer of employment, which can be made by the human resources department or the same. At that time the salary is discussed, the benefits are the start date and you are informed about the policies followed about the physical doping tests and you are given a reasonable time to evaluate and make a final decision. Candidates who were not chosen should be informed of the final decision.
Performance Evaluation and Review
Performance evaluation and review is an important point in human resource management to evaluate the following factors:
o Improves performance, through feedback
o Compensation policies: can help determine who deserves to receive increases
o Location decisions: promotions, transfers and separations are based on past or planned performance
o Training and development needs: insufficient performance may indicate the need for retraining, or an untapped potential.
o Inaccuracy of information: insufficient performance may indicate errors in the information on job analysis, human resource plans, or any other aspect of the personnel department's information system.
o Errors in the design of the position: insufficient performance may indicate errors in the conception of the position.
o External challenges: sometimes performance is influenced by external factors such as family, health, finances, etc., which can be identified in the evaluations.
This performance evaluation and review determines how well employees are performing their jobs compared to established standards and how well these standards are doing.
The impact caused by evaluations occurs both ways from the point of view of the employee and the company, since the employee can have a positive or negative effect on the morale of the subordinate, communication is important for the effect to be positive, while for the organization it determines the validity of the personnel selection, as well as the results are important for the points mentioned above.
There are several methods to evaluate performance these include characteristic approaches (such as graphical evaluation scales, mixed scales, forced distribution methods, and narrative forms) behavioral methods (such as evaluations of critical incidents checklists evaluation and observation scales of behavior) and methods by results (management by objectives). Outcome evaluations are more objective and can relate the person's performance to the organization as a whole. Although this may not include subtle aspects or details that are important in performance.
Administration of wages and salaries
The administration of wages and salaries is a very important point in the management of human resources since they represent a tangible reward for their services, as well as a source of recognition and an impact on the way of life, employees want systems of compensation that is fair and proportionate to your skills and expectations. The correct administration of wages and salaries is a motivating factor for worker performance.
The important points to take into consideration for a correct administration of wages and salaries are:
o Fair payment compared to paying others within the organization.
o Competitive compensation with that of other organizations in the same industry or locality.
o Payment capacity of the organization.
o Option of salary increase based on abilities and skills, in time with the company, or both.
o The wage or salary differential that must exist between good and excellent employees, and between supervisors and subordinates.
o Rules or Administration Norms: how often the pay scale should be reviewed, how fast an employee can move on his pay scale.
o What time perspective should be taken into account - whether to take into account the past year, or whether the skills of the employee and the ability to pay of the company should be taken into account from the past years.
The correct compensation programming has the following goals:
o Meet the needs of employees including security and self-esteem.
o Motivate workers to reach the desired levels in their performance.
o Be effective cost based on the organization's ability to pay.
o Staying competitive with other organizations to attract and retain human resources.
o Comply with the wage and salary regulations in the employment contract and with federal and state laws.
o Be fair and consistent throughout the entire organization.
We must take into account the internal influences that influence the compensation policy, the value of the position and the organization's ability to pay, there are also external factors that influence salaries that include labor market conditions, salary levels in the area, the cost of living, inflation, the results of collective contracts and legal aspects.
Organizations use job evaluation techniques to determine the relative value among them is the ranking system; Higher hierarchy levels require higher responsibilities, working conditions and job duties. The factor point system; it is the quantitative valuation based on a total of assigned points. The job classification system; It is the valuation method in an organization with which it is grouped according to a series of predetermined salary scales, in this case the descriptions of each grade consider the magnitude of responsibilities, skill and education. (grade1, grade 2, grade 3… …..), the factor valuation system; allows evaluating positions factor by factor on the basis of a comparative scale of elements.
Surveys of wages and salaries determine the external equity of jobs, the data obtained facilitate the establishment of adequate wages and salaries in the labor market of interest.
Once the positions and the salary and wage surveys have been valued, the salary scales for the different positions are determined, for which Broadbanding is commonly used.
3. Summary, conclusions and recommendations.
Summary
Human resources planning allows supplying the right and necessary personnel at the right time, this must go hand in hand with the organization's strategic planning.
The analysis and design of the job determines the tasks and activities that will be performed by a group of people, helps other functions of human resource management such as: recruitment, selection, training, performance evaluation, administration of wages and salaries, and better understanding of the position by new staff. There are methods of gathering information to carry out the reports of the post under study.
Recruitment and selection determines the quality of employee that the company will obtain. Through this function, the appropriate and suitable person is chosen to fill the position in need, the pertinent evaluations are carried out determining the profile of the candidates for satisfactory performance at the time they occupy the position. Recruitment can be done through an internal or external call. The first one has more advantages because it is less expensive, it generates a positive climate in the organization, but it depends if what the company is looking for is within the organization, the second requires a call through various means, newspapers and Magazines are important in this process. Generally more candidates are obtained.
As for the evaluation and review of performance, it is also an important aspect, because it allows knowing if an adequate selection of personnel has been carried out. As well as it measures the performance of the employees and serves as a guide for policies of increase and evaluation of how the organization is to implement training policies, staff turnover, etc.
The administration of wages and salaries is a motivating factor in the performance of employees, it is important that the company pays just enough, taking into account internal factors such as ability to pay and competition in the labor market for the permanence of employees within the organization. Performance evaluations play an important role. In the salary increase policy, special care must be taken with the factors to be considered in the evaluation.
Conclusions
Despite the fact that the functions in human resources management of the points touched on above are very similar in Latin American countries and the United States, there is a great difference between the laws and their degree of compliance from country to country. Federal laws and the laws of Puerto Rico in particular favor the employee in terms of the rights he has against the employer, that is, there is job security for efficient people, which generates economic stability allowing a level of superior life, given that for the same job security they are subject to bank loans to maintain an adequate standard of living by moving the internal economy through internal consumption.In the case of Latin American countries, particularly Peru, the legal framework regarding job security has not been developed effectively or is very poor, since in the workforce there is no stability or access to bank loans to have a acceptable standard of living. Being the internal consumption precarious.
Some recommendations
o Regarding human resources planning, the participation of all managers and supervisors of the organization should be taken into account so that based on the strategic plan of the organization, they project the necessary resources and the needs of the organization.
o The job description formats should be standardized, many times reflecting the needs of an organization and the experience of the person who wrote it, the job descriptions should be written in clear and specific terms.
o Human resources management must keep job descriptions and specifications up to date, as they are of great help to new staff, as well as from a legal point of view.
o In performance evaluations, special care should be taken in communicating the results. The concept of emotional intelligence must be applied.
o When interviewing the candidate, care must be taken with the discriminatory terms since it may be subject to misunderstandings and cause problems for the company. For example, if a woman is pregnant, the interview should not touch on the subject, since it can be considered as discrimination.
Notes and references.
Human Resources Management 4th Edition / Wendell French-University of Washington, Houghton Mifflin Company ISBN: 0-395
87132-8
Class notes and contributions from course participants.
Human Resources Administration 11th Edition, Sherman, Bohlander - Snell
Human Resources Administration - William B. Wrther, Jr. and Heith Davis - Ed. Mc. Graw Hill
Vincent Piñero, Floor Supervisor, Ritz Clarton Hotel Puerto Rico
Edgar Piñero, Operations Manager, Hotel el Condado Puerto Rico
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