Design of jobs in an organization

National Center for Agricultural Health

Summary

The Analysis and Description of the 22 jobs of the Organization's economic-financial activity was carried out, based on the application of a specific procedure for the design of the jobs. Correspondence analysis was carried out between the current occupant and the profession of the position, achieving greater organization and satisfaction of the occupant in the position.

Summary

The analysis and description of the 22 posts of job of the economical - financial activity of the Organization are shown, a proper procedure for the design of the posts of job was used. The analysis of correspondence between the present occupant and the professiogram of the post is shown, a better organization and satisfaction of the occupant in the post was achieved.

Introduction.

The Job Description and Analysis (ADPT) has been commonly considered as a basic tool for the establishment of all human resources policies in organizations, since almost all the activities carried out in the area of human resources are based on one or the otherwise in the information provided by this procedure (2,3,4,9).

It is defined as the process of determination, through observation and study, of the component elements of a specific position, establishing the responsibilities, capacities, relationships, physical and personological requirements that are demanded, the risks that they behave and the environmental conditions in which develops the position. (6)

Based on the application and development of the Human Resources Management Subsystem of the organization's economic-financial areas as part of the New Economic Financial Management Model (11), approved by the Ministry, it implements the ADPT for the fulfillment of the proposed objective in the Employment subsystem, taking into account that the job qualifiers currently used are insufficient from their technical composition, as they do not reflect physical, personality, relationships, working conditions and risks requirements, which, among other aspects, are essential for improvement in organizations.

Development

The Human Resources Management Subsystem of the economic-financial areas was structured in 5 subsystems:

Provisioning subsystem. Employment subsystem. Training and development subsystem. Preservation subsystem. Control subsystem.

Among them, the Employment Subsystem, is part of human resources planning, work organization and performance evaluation, has among its objectives:

Define the functions, job content, responsibilities, level of complexity, requirements and hierarchical position of each job within the structure.

Establish the organization and work methods that must govern each of the processes, as well as the distribution of tasks and work relationships, so that the objectives set are guaranteed and at the same time human resources have a creative and effective participation. Determine the quality of the working conditions required by each position and take actions to ensure that they favor productivity, the working environment and the well-being of workers. Establish the plans, and execute the actions that guarantee the development of the work within the required safety and hygiene standards, all these elements under the application of the procedure for the analysis and description of the jobs designed in the organization.

Results of the application of the Procedure of Analysis and Description of the jobs to the Directorate of Economy in an Organization

The ADPT Procedure designed in the organization (6) consists of 7 stages of work, interrelated with each other, taking into account the following elements:

Characteristics and objectives of the Organization. HRM policies, strategies and actions defined in the system (10). Objectives and scope of job design. Existing procedures consulted in the bibliography.

It was essential to analyze the existing procedures in the literature, according to the needs and realities of our Organization, to take from them the elements that could serve as the basis for the design of the procedure.

Among the valued procedures are those of authors such as Raymundo Amaro Guzmán, 1987, (1) who states that all ADPT procedures must contain the identification and nature of the position, the job description and capacity requirements and the Harper & Consulting Group Lynch, 1992, (9) which includes both physical and mental goals, needs and requirements.

The application of this procedure to the jobs of the Directorate of Economy brought us as a result the design of all the jobs in the area, from the development of each of the stages described in the procedure.

1. Diagnosis of the current situation.

The diagnosis of the situation in the area showed that of the organization's 435 jobs, 22 correspond to the economic sphere, for 5.05%, with 100% of the projected positions covered. The positioning of the jobs in the organization chart and the relationships established between them are as follows:

Relationships established

With all the groups and addresses of the organization.

According to the salary scale, they are distributed as follows Table 1:

Table. 1: Distribution of jobs by salary scale

Source: Model P1: Fee Template

The job contents used are those established by the current qualifiers approved by the Ministry of Labor and Social Security:

Controller - Invoice J 'of the Accounting Department Planner "B" (Main Specialist) Specialist "A" in Cost Accounting. Specialist "B" in Accounting and Costs. Accountant. "Warehouse Manager" Buyer - Driver DM Through the survey application they were detected work organization problems that affected the proper development of the same and that confirmed the need to design the jobs.

2. Information to workers

In the development of this stage, a Power Point presentation was designed with the aim of informing the workers involved in the study, the fundamental elements of the ADPT, its objective, use, the procedure to be applied, the information gathering technique to be used. in each case and the role of the current occupants, as well as the possible benefits that would be obtained from the application of this technique.

3. Collection and Analysis of Information

In the collection and analysis of information, it should be noted that there is no better or worse information search method, but that the choice of one or the other should be based on the characteristics of each position and the organization in which it is being carried out. carried out the process (7), 22 surveys, 10 interviews, 8 observations and the analysis of the group of experts were carried out where the needs to deepen certain information according to the case were systematically assessed.

4. Analysis and Evaluation of the information.

Once the information was collected as a result of the last phase, it was reviewed by each immediate boss to the position and analyzed, through teamwork, by the group of experts, which determined the functions, responsibilities, requirements, conditions and means to do the job. Finally, the physical and personological characteristics necessary for the proper development of the position by the occupant were defined, resulting in the profesiogram of each position.

From the analyzes carried out in the Accounting Department, the need to fill the position of General Auditor was seen, the positions were organized, designed on the basis of compliance with the General Accounting Standards and the Internal Control Principles (8) for a greater security and consecutiveness in the development of the processes. In all positions, the new job qualifier, Resolution 14/2003 (12) was applied to define the nomenclature of the position and salary of the position.

5. Design of the jobs.

From the analysis of the information compiled and enriched, the profesiograms of 22 designed jobs were elaborated, of the different occupational categories.

6. Correspondence analysis.

With the preparation of the profesiograms of the positions, the requirements and skills that the person holding the position must possess were established, so the correspondence analysis between designed positions and current occupant was carried out, determining that:

1. There are no problems in meeting the physical and personological requirements.

2. The areas have carried out risk studies

3. The study of the knowledge map, (5), allowed filling the position of Auditor General that was vacant in the Organization and carrying out internal movements in the Accounting Department. In addition, learning needs were detected, for which training plans were established.

7. Update

Based on the designs carried out, their updating is systematically established, depending on the real situations that arise and on the basis of the described procedure, in consequence of what was proposed in this stage 6 months after the design was implemented, A survey was applied to measure the level of occupant satisfaction in the position, aimed at 4 fundamental aspects:

A- Level of organization reached in the development of its functions.

B- Optimization of your time fund.

C- Knowledge in her position of functions, responsibilities, relationships and conditions.

D- Level of satisfaction

The results show 90% satisfaction of the occupant in his job, thus improving performance in this work area, which demonstrates the usefulness of this technique as long as it is endowed with the versatility and adequate adaptability to face and overcome the challenges to which the Organizations are subjected and thus achieve a greater improvement in economic activity and benefits in the management of human resources within it.

The results of the work confirm the advantages in two fundamental lines:

1. Benefits of Job Analysis and Design for the Organization:

Updated job designs based on new trends in Human Resources Management. Comply with one of the requirements established within the control environment component of Internal Control Resolution 297/03 Correct distribution of loads in all positions that allows a more favorable use of the time fund. By designing the positions based on the General Accounting Standards and the Internal Control Principles, greater security and consistency are provided in the development of the processes. Flexible designs that allow the incorporation of new functions to the positions. Establishment of improvement plans that satisfy the individual needs of each position.

2. Benefits of Job Analysis and Design for Human Resources in the economic sphere in the Organization.

Adequate exploitation of the capacities of each individual and better use of the working day. Knowledge by each occupant of their responsibilities and functions to be carried out in the position. Knowledge by the workers of the conditions and risks in their job position. Determination of learning needs in each position from the occupant. Favorable work climate among the members of the group and improvement of information flows.

Conclusions

The design of the jobs in the Directorate of Economy allowed the application and development of the Employment Subsystem as part of the Human Resources Management Subsystem of the economic-financial area. The correspondence analysis between the position and the current occupant, It allowed the planning of training, work safety and other actions, in addition to filling the position of Auditor General, key for the organization.

Bibliography

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