Structuring a company's human resource management system

Introduction

In the last decade it has been transformed, or rather, it is trying to transform the classic concept of "Personnel Administration" with the administrative and bureaucratic burden that the concept implies, into something modern and effective that is usually called Administration or Human Resources Management (Chiavenato, 1998; Cuesta, 1996).

A personnel policy exclusively focused on the negotiation of collective agreements or on reducing labor strikes is no longer sufficient; Now it matters more an adequate planning of personnel that saves labor costs, an analysis of jobs that allow to make them profitable or an effective administration that makes profitable the organizational structure of the company.

In the present work, the authors present a reflection on the factors that influence the structuring of a company's human resources management system (SGRH), based on the results of the research carried out, which has allowed them to summarize the main trends and trends of modern human resources management (HRM) and adapt it to the conditions of companies (Martínez & Herrera, 1996)

Development

Areas that generate change in human resource management

The areas that generate change in the Human Resources Administration (ARH) (Martínez & Herrera, 1996; Cuesta, 1996; Gómes; 1998) are: technological, sociological, commercial, political and economic.

Technological scope:

The discovery and implementation of new technologies has allowed a profound transformation of society. Computer science, office automation, telecommunications, biotechnology, etc., have given rise to new and varied products and a profound revision of the administration systems in companies (Martínez & Herrera, 1999).

Sociological scope:

The emergence of new professions and careers, hitherto little or nothing considered and the strong development that others have had, whose field of application was very limited, together with the improvement of communications in a broad sense and the impact that this phenomenon has had on the company-worker relations, has given rise to a higher level of knowledge, as a consequence of the proliferation of contacts between experts, allowing in turn a broader specialization, a better flow of information and more accuracy of the methods used in the prediction of the future, allowing for early decision-making in business administration and management.

Commercial scope:

Technological changes have facilitated flexible production and / or service systems that manage to obtain new products, both mass consumption and specialized, that offer satisfaction to new needs, real or individual, that today's society has, the improvement of quality, Planned obsolescence, modern marketing strategies or new purchasing systems, including the acquisition of products or services by computer means and the payment of purchases made by electronic systems, have originated a true revolution in the commercial field, which has a huge influence on companies and in the behavior of today's society.

Political scope:

The collapse of the political system in the countries of Eastern Europe, with the confusion it has produced in the parties of similar ideologies in some nations, is producing mutations in society, the effects of which are difficult to predict in the short term. This could imply a redefinition of ideological positions that would modify the political and perhaps union conception of 21st century society. The changes that have occurred worldwide have had a great influence on the management of human resources in companies, especially on the quality and professionalism of the staff.

Economic scope:

The crisis the world economy is going through, a consequence, in part, of the financial crisis, is characterized by strong indebtedness of developing countries, together with high inflation rates that are practically similar for all the nations of the world. Third World. This causes high deficits in debt payments, which, in turn and as a “whiting bite the tail”, cause great financing needs; in the business sector, even causing, in some countries, decreases in their income in recent times.

All this results in a noticeable decrease in the benefits of employers and, as a consequence, in imbalances in the labor markets, registering unemployment rates comparable only to those of the crisis period of the 1920s.

The speed at which new products are currently being developed to compete in the market is increasing. For their part, companies aspire to be professionally more competitive to improve their position in the national and international market, trying to find new products and / or services and forms of organization, which forces them to redefine or redesign strategies, objectives, new ways of working and greater flexibility. This important objective cannot be exclusively achieved through the incorporation of the so-called new technologies, but it is necessary to have the adequate, motivated and trained human capital capable of understanding and carrying out different responsibilities; for this reason and with increasing emphasis,The need to train and exceed the human capital required by the new company is being recognized, not only to update its knowledge, but also to improve learning methods based on the application of new technologies to the training and development of personnel. (Martínez, 1999).

Recognizing this need and facing the growing demand for knowledge in the fields of business administration, new technologies are gradually being incorporated into postgraduate training, integrating multimedia and telematic techniques into the different specialization, master's and doctoral programs.

The management literature indicates, with practically complete unanimity, that current and future companies have in human resources the decisive factor in their success or failure (Hampón, 1996; Cuesta, 1996).

This growing importance makes it necessary to know the most advanced business practices in human resource management and the “gap” that this area presents in Latin American companies. (Martínez & Herrera, 1996).

Ways to approach ARH in companies:

It is possible to identify four ways of approaching ARH in companies: the traditional, the functional, the competitive and the strategic. The main characteristics of each can be summarized in (Martínez & Herrera, 1996):

Traditional mode features:

There are currently a large number of companies that have traditional personnel administration departments, with an emphasis only on activities such as: periodic payroll accounting, social security and attendance control.

The name of the human resources function usually corresponds to the name of personnel administration, with a very traditional vision based only on the control of compliance with internal rules and current legislation, and generally the area manager does not participate in the important decisions of the company, it can be summarized that in these companies, the characteristics are:

Short-term planning (less than a year).The most important administrative functions are absorbed by the general administration of the company without the participation of the personnel manager. Administrative-type personnel, with a high technical burden and few possibilities to administer. Emphasis on: labor unrest, remuneration, presence at work and social security. Little attention to the organizational structure of the company. Use of management indices.

Features of functional mode

The company apart from offering a specificity specific to the personnel function, has a clear separation of the areas of personnel administration and industrial relations, within a framework of greater planning of the activities of the company, giving this function the same importance than the rest of the company areas: production or operations, financial and marketing (Chiavenato, 1998).

The name of the function as industrial relations and personnel administration offers a generalized vision of the human resources function, with an integration of some HRM techniques and the intention of moving from a logic of costs to one of resources and a greater involvement of manager of the function in decision-making with consultative power in some matters, although his performance is marked by continuous control over the activity, in short:

1. Involvement at consultative level and partial decision of the person in charge of the HR function in decision-making at the company level.

2. Balanced approach between reducing costs and optimizing resources.

3. Presence of qualified personnel with experience in the personnel area.

4. Application of management by objectives only to the managerial levels of the company.

5. Little attention to the organizational structure of the company.

6. Analysis and valuation of positions.

7. Design of career plans for management personnel.

8. Remuneration and encouragement policies.

Competitive mode features:

The human resources function becomes the engine of the company's competitiveness, aware of the importance of recruiting, retaining and developing the best workers, technicians and managers (Martínez & Herrera, 1996).

The human resources manager has decision-making power in strategic matters directly related to the function, becoming one of the most important managers of the company.

Denominations such as: human resources administration, human resources development management, organization and human resources management, offer a contemporary vision of the function, in short:

1. The HR function manager is a member of the company's board of directors or board of directors.

2. The focus is: optimize resources.

3. The organization and human resources manager is characterized by being a professional with a higher level and experience in the development of activities proper to her function.

4. Considerable functional development, with integration of the areas of organization, personnel and labor relations.

5. Great attention to the organizational structure of the company, with the application of modern techniques for job analysis and valuation.

6. Application of the administration by objectives (APO) with great incidence in the results.

7. Flexible remuneration policies with an emphasis on stimulation.

8. Diversification in strategies.

Strategic mode features:

There are companies that approach the management of their human resources (HRM) from a strategic point of view. They support their leadership in recruiting and developing the best professionals, operate with flexible organizational structures, and invest heavily in training and development (Martínez & Herrera, 1996).

An integrated management of the company's human resources is carried out, supported by a series of pillars, such as: organization techniques, participatory management by objectives (GPPO), performance evaluation and potential analysis, among others (Cuesta, 1996; Cuesta & Martínez, 1995; Díaz & Porto, 1995; Martínez & Herrera, 1999). People integrated into the overall objectives of the company have individualized career plans, adapted to their technical or administrative potential.

Most of the companies that currently manage with this approach, are of a multinational type and generally belong to the high-tech sector, characterized by:

Use of very new technologies that force permanent updating of workers. Extremely aggressive labor market. Companies compete for the best talent. High international mobility.

In summary:

The human resources manager is a member of the management committee and the strategic planning committee at the company level. Focus on optimizing resources. Human Resources Management System (SGRH). High professionalism of the function: personnel with a higher degree, training graduate in human resources management and a lot of experience in the HR area. Considerable functional development: organization, human resources, personnel, labor relations, remuneration, management by objectives and negotiation. Flexible organizational structure with implantation of analysis techniques and assessment of positions.High dissemination of provisional organizational charts that offer the valuation forecasts of the company's structure in the medium term.Participatory administration by objectives applied as the company's administration system.Remuneration policy with emphasis on stimulation.

Assessment and future perspectives of the HRM:

When analyzing the trends offered by the strategic management of human resources in the leading companies with respect to the rest of the companies, it is observed that, for the majority of Latin American companies, this is still a challenge (Martínez & Herrera, 1996), talking about:

Achieving greater involvement of the HR manager in high-level decisions, placing him in a truly strategic position. That the managers of the function become highly qualified professionals. The development and use of increasingly sophisticated tools, product of Study of specialists in the field of HRM and its successful application, ostensibly improve business management, through: participatory management by objectives, assessment of potential, job analysis and assessment of results. computing in the HR function, due to the variety of information present in these departments and the need to have reliable information on people at the appropriate time.This treatment represents a competitive advantage for companies that have Human Resource Management Systems (SGRH), such as the one proposed in this work (Martínez & Herrera, 1996). That the recruitment, retention, training and development of human resources It becomes of vital importance for the competitiveness of the contemporary company. It has gone from personnel administration to Human Resources Management (HRM). That companies dedicate an increasing effort to training as an investment in their human resources and it is measured in the relationship between investment in training and the salary mass of the company at the same time there is awareness that while this effort of the company in training is greater, the HRM will also be better. functional objective,Organizing workers and socially relating them to the cultural contribution and compensation schemes established by the company, in order to achieve this, it is necessary to approach this double mission in a technical and social way. The first addresses both the assignment of personnel to the post and the receipt of their compensation, as well as the economic valuation of the performance of the allocation of the cost of compensation and the second, connects with the competence and motivation for the contribution and compensation offered, an element of cultural policy.both the assignment of personnel to the post and the reception of their compensation, as well as the economic valuation of the performance of attribution of the cost of compensation and the second, connects with the competence and motivation for the contribution and compensation offered, an element of cultural policy.both the assignment of personnel to the post and the reception of their compensation, as well as the economic valuation of the performance of attribution of the cost of compensation and the second, connects with the competence and motivation for the contribution and compensation offered, an element of cultural policy.

Making the two processes work is, in the authors' opinion, the real challenge of the human resources departments, since only by achieving their parallel operation can involvement, competition, collaboration and effectiveness be achieved in any company (Martínez & Herrera, 1996)

Human resources culture:

The work of a human resources department, in a company that applies the HRM, consists fundamentally of assigning and integrating personnel within the company, in accordance with basic organizational criteria that, whatever they may be, must always be inspired by cultural factors. that permeate their entire organizational structure.

The relationship that can be established between the management of the organizational culture and the HRM is vital to be able to project the general lines of a model of cultural management of the human factor in the company. The study of this relationship occurs in the context of an analysis framework that states that people "culturally constitute a very important asset for the development of any organization."

In this sense, a non-instrumentalist vision of the human factor is proposed; In other words, in addition to executing a practice, people also participate in its design and interpret it. From this vision, the analysis of human resources can recover the role of the individual who defines, decides and executes the activity.

The behavior of the man who is related to do a job cannot be understood from approaches that limit his function to a mere factor of production and / or services that, as such, can be passively guided by norms elaborated based on specifying criteria. cost and performance. Every individual, in addition to executing and participating in specific functional processes, also constantly interprets things and other processes for himself and for others. The economic - productive efficiency of the human factor constitutes the result of work and allocation processes. As can be seen, this study is dedicated to discovering an instrument for managing people to increase their results (Martínez & Herrera, 1999).

The HRM will be conceptualized as a tool that enables a group of people to be related to a cultural field of values and tasks (Cuesta, 1997; García, 1995; Gárciga & Cuesta, 1995)

The human factor is a basic and strategic element of business management practice. It is basic because the efficient human execution of the elaborated plans depends on its efficient administration. It is strategic because organizational changes cannot be carried out, logically, without the assistance of the people who have to carry them out.

In this sense, a dynamic perspective of HRM in companies is proposed (Martínez & Herrera, 1996), managing change as a way of obtaining the involvement of workers in fulfilling the mission, vision and objectives of the company., which means that the practice of HRM addresses three fundamental elements:

First of all, the person. The person is a "resource" of the company, with the capacity to interpret, decide and seek their own satisfaction. Secondly, to working conditions and compensation. The contribution that people have to execute and in correspondence with their performance will thus be the reward for their work. In this sense, human resource management is a function that looks in two directions:

1. It seeks to relate people to the different positions and the job needs that they demand.

2. Try to relate people according to criteria of competence and also of motivation. Here the compensation conditions intervene. It is stated that the practice of assigning (filling job vacancies) and integrating personnel (accepting people in positions), is a tool to relate people to work plans and objectives. For this reason, HRM is a strategic function: its mission is to place competent and motivated people in the necessary time and place.

Thirdly, to the company's human resources management system (SGRH). Modern HRM is carried out according to systems that, for its effective operation, must be subject to practices and criteria for controlling its results and updating its techniques (Martínez & Herrera, 1996; Cuesta, 1997; Chiavenato, 1998)

The HR function is a way of treating the company's human talent and, as such, it works to obtain and develop human resources, according to the technical and social needs of its operations. In other words, the HR function has the mission of assigning and integrating human talent into the cultural schemas of the company's organizational division.

The function of integrating corresponds to the cultural policy within the sgrhe, so its objectives are to be able to:

(a) Provide the company with personnel with the necessary competence and commitment according to the position and organizational sector.

(b) Maintain the collective cognitive structure of the company so that it can provide the individual satisfactions and the expected collective benefits.

Assign and integrate have the same final objective; namely, technically and socially operating a specific organizational structure. The SGRHE must have a series of attributes that enable the effective performance of the work, these are classified in relation to the qualification required for the performance of the work; This attribute is considered to be decisive, but in the case of workers it must have an additional complement that is motivation. In addition, the person is required to have the ability to adapt to changing or innovative situations and therefore, adaptability is also a factor of the first magnitude. Starting from the essence of work, in the new century where the trend is that the worker is linked to the company physically and emotionally,companies have to assume the initial training of their personnel and their specific adaptation to the activity they carry out, the culture and the values of the organization. This training is carried out, both on the job and outside it, and it is not oriented exclusively towards the specific task that it performs, but it has a multidisciplinary character. (Martínez & Herrera, 1996)

Conclusions:

It is necessary to design a Human Resources Management System for the Company (SGRHE) capable of integrally managing activities related to managers, technicians and workers (Martínez & Herrera, 1996). This purpose must be achieved as a result of a systemic approach and in coordination with all the factors involved in ensuring true HRM. The task must involve highly qualified specialists trained in this subject, together with the managers and specialists of the company.The SGRH makes the organizational bases for the improvement of business administration possible,provided that it responds to the realities and needs of the specific company and constitutes the methodological basis for the improvement of labor policy and HRM that must be developed by any organization that aspires to be competitive in the new millennium (Martínez & Herrera, 1999). SGRHE, which is proposed in this work (Martínez & Herrera, 1996), concentrates what is traditionally managed separately (in areas such as personnel, training, personnel controls, administration of wages, hygiene and safety at work, etc.), in a system where the center is man and where plans and actions interact with each other and with the rest of the company's management systems, which is why it is defined as:Herrera, 1996), concentrates what is traditionally managed separately (in areas such as personnel, training, personnel controls, administration of wages, hygiene and safety at work, etc.), in a system where the center is man and where The plans and actions interact with each other and with the rest of the company's administration systems, which is why it is defined as:Herrera, 1996), concentrates what is traditionally managed separately (in areas such as personnel, training, personnel controls, administration of wages, hygiene and safety at work, etc.), in a system where the center is man and where The plans and actions interact with each other and with the rest of the company's administration systems, which is why it is defined as:

One of the subsystems of the Company's Administration System whose mission is to conceive, plan, coordinate, execute and control the policies and procedures for the entry, permanence, promotion and termination of labor relations of leaders, technicians and workers in the company, forming an ordered and coherent whole with related relationships and mutual interaction for the achievement of the mission, strategies and objectives established at each level (Martínez & Herrera, 1996).

The importance of the SGRH is given that due to the characteristics of the current world, human resources constitute the essential component for achieving the quality and competitiveness required by the modern company and this is possible only through the professionalism of the staff and the HRM It is very important to keep in mind that HRM implies the management of the most precious resource of a company and as a system its management is not the exclusive responsibility of a specialized organizational unit, but in the first place it involves administrators at all levels. company human resources management system (SGRH):

1. Guarantee excellence in the production and / or service process as an essential factor in the development of business activity, by employing suitable and appropriately qualified administrators and workers.

2. Guarantee the elaboration and implementation of the company's human resources policies.

3. Diagnose the organizational and structural changes that are required in the company and contribute to perfecting the methods and styles of administration in order to promote greater participation, commitment, creative spirit and motivation of all leaders and workers for the formation of a culture. the company's own organizational structure.

4. Prepare the company to be able to react quickly and efficiently to changes in the environment and the quantitative and qualitative demands of human resources.

5. Execute in a comprehensive and orderly manner all the work of entry, stay and exit of the managers, technicians and workers of the company on normative, organizational and scientifically based procedures.

Bibliographic:

Cuesta, A. & Martínez, R. (1995). “Application of a human resources management model (grh). Participatory ergonomics action and design of key grh activities ”. Havana: presentation at the ISPJAE Science and Technology FORUM. Cuesta, A. (1996) “Current trends in human resource management (grh). Need for the grh functional model ”. In Human Factors magazine, No 10. Madrid. Ed: R&D Telefónica.Díaz, C. & Porto, Z (1995). "Conception of the human resources management system at the Hotel Villa Iberostar Barlovento". Havana: ISPJAE. Diploma work. García, S. (1995) "From the protected economy to the competitive economy". In the new human resources management, Barcelona. Ed: Gestión 2000.Gárciga, R. & Cuesta, A. (1995) "Analysis and design to improve the organizational climate". Havana:Paper presented at the III International Symposium on Psychology Applied to the Improvement of Management and Organizational Development, at the University of Havana, Gómes, R. (1998) Improvement of the management of human resources in medium and small hotel tourist facilities. Santa Clara: UCLV. PhD thesis (in defense process) Martínez, CC & Herrera, KC (1997). "Design of the human resources management system (sgrh) for the Hotel Horizontes Los Caneyes". Santa Clara: UCLV final report of the investigation concluded.Martínez, CC & Herrera, KC (1999) Reflections on Administration in the new Millennium. Ciénaga Magazine. SITC. U de G. (in process of publication).Martínez, C C. & Herrera, KC (1996) Human Resources Management System. Santa Clara: UCLV.Final report of the investigation concluded.Martínez, CC; Herrera, KC and Sotolongo, M (1995) "Human resources management system for medium and small hotels dedicated to tourism". Santa Clara: UCLV: final report of the investigation concluded. Chiavenato, I. (1998). "Human resources management". Second edition. Santafé de Bogotá: Ed: McGraw - Hill. CCMM / KCHL Dec. 98.