The article collects the results of an investigation carried out for several years on the work system with cadres in Cuba and its relationship with the results of the organizations.
It describes the characteristics and existing policies for a work system recognized as a strength for organizations, which requires continuous improvement with a low focus on qualitative improvements, given by the changing conditions of the environment and the growing development of human resources.
As a result, it reflects a theoretical model and a work guide to put it into practice, with participatory methods and the application of Human Resources Management processes.
Introduction:
Cuban cadres have a high responsibility before society, which includes the economic, political and social order. They have varied assignments such as the application of Strategic Planning and Management by Objectives based on values, the National Strategy for Preparation and Overcoming of Tables and reserves and the application of the Work with Tables System (STC), among others, which demands its multiplying influence and positive action on the people who make up the organization. Responding to such responsibilities makes essential the elementary technical knowledge of the cadres and their work devices on human resource management.
The ways of working, the technical rigor and the satisfactory results of the organizations have much to do with the way in which the work system with the cadres operates, which requires coherence between the work of the cadres and the main state policies, what which constitutes the proposal of this article presenting a model designed and applied to contribute to this improvement.
Development:
The modeling of phenomena constitutes a scientific practice applied to different disciplines, which in social research is used with good results to graphically appreciate the object of study, its relationships and dependencies.
When studying the theoretical basis for the model, those elaborated by different authors who through their research have enriched the study of human resources were taken into account, among them the criteria of Chiavenato (1988), Heneman et. al (1989), Werther & Davis (1991), Harper & Lynch (1992), Ivancevich (1992), Beer et. al (1992), French (1994), Domínguez Machuca (1996).
The Panel Management Model (Linares, 1999) was developed, in its first version, to apply HRM processes to the panel and reserves segment.
It took into account the specific requirements of a diagnosis that is based on Strategic Planning and the DPO, such as state projections of the company's management. It has a holistic approach to the human resources management flow, associated with the values and competencies of the segment considered and introduces the appropriate technical elements.
Its conception is developed as a continuous learning process led by the cadres of the organizations, supported by the design of specific policies (Mondy, 1997) that constitute "a predetermined guide that is established to provide direction to decision-making", in our case on the basis of social objectives.
The contents of some of the HRM models studied and their key elements that serve as the basis for the Panel Management Model are highlighted below.
| MODEL | KEY ELEMENTS |
| Chiavenato | Interdependent system, situational approach |
| Heneman | Strategy, contingencies, job design |
| Werter & David | Interdependent system (Administration) |
| Harper & Lynch | Key activities articulated to strategy, culture, policies and objectives. |
| Ivancevich | Organizational effectiveness. Job design- internal-external analysis |
| Beer | Strategy and business philosophy - situational factors - task technology. Internal-external analysis |
| French | Administrative processes |
| CIDEC | Strategy and culture, policies and objectives |
| Dominguez Machuca | Interrelated processes, external analysis |
Table No. 2 Key elements of some HRM Models studied.
Beer gives significant weight to the strategic element, which is adjusted to the application of the Strategic Planning and Management by Objectives Programs.
These reasons led us to take it as a basis for analysis. The center of the model is the interaction and conformation as a system of the four HRM policies: employee influence, human resource flow, work systems and reward systems.
The applied Model has as its starting point the strategic design, including the components of Human Resources Management adapted to the conditions of Cuban organizations.
In the application procedure, the teaching-learning approach is reflected in a relevant way, both in the personal and organizational order (Senge, 1994; Rodríguez, 1999; National Strategy, 1999; modified National Strategy, 2004)
Intentional samples were used for the entire horizon of cadres in the organizations that are related: a Corporation and 70% of its territorial dependencies; a Business Association, two Bodies of the Central State Administration and a Provincial Administration Council.
These key factors for the STC were obtained through the application of group dynamics with Boards of Directors and meetings with cadres of different levels in the selected Ministries and entities.
The policies established with a state character, linked to the STC, were analyzed and were recognized as strengths, in the group dynamics: Strategic Planning, the Code of Ethics and the National Strategy for the Preparation and Overcoming of Tables.
In order to associate the specific policies derived from the analysis of HRM subsystems to the main state policies, and to the STC, it was necessary to define the most important factors among all those present, as part of the internal and external elements of the organization.
Based on the concepts of key processes and activities, the selection was started, listing all the elements related to each subsystem -which are sometimes repeated, reaffirming the need for a systemic approach- and then by means of a weighted vote, the definition of the factors was reached. key that appear in Table 3. This allowed to focus attention on the elements considered as determinants for the success of the STC. In the graphic design of the model appear the key factors, associated with the subsystem that generated them.
The final stage of reduction of key activities was achieved by applying the Delphi Method in rounds to 19 selected experts. The selection of experts took into account the following parameters:
- Time: more than five years Activity: exercise as a cadre, civil servant of the cadre area or teaching staff linked to the cadre activity Level of university education.
| SPECIFIC POLICIES | KEY FACTORS | MAIN ASSOCIATED STATE POLICIES |
| Influence Subsystem | Leadership Methods and styles | Strategic Planning Code of Ethics. |
| GRH-Selection Flow Subsystem
-Training -Evaluation |
competences Motivation
Leadership |
Strategic Planning National Preparedness Strategy.
Code of ethics |
| Technical Subsystem | Training Competencies | Strategic Planning National Preparedness Strategy. |
| Stimulation Subsystem | Motivation Training | Strategic Planning National Preparedness Strategy |
Table 3. Relationship of specific Policies with Main State Policies. Result of applied research from 1997 to 2005 and collected in results of the PNCT Improvement of Management and Work with Tables.
The design of the Model followed the proposal of Álvarez Blanco (1998) that contains: Premises, Objectives, Principles, Stimuli (Inputs) and Outputs (Responses)
1. Premises for the application of the Model.
Application of Strategic Planning and DPO
Definition of Management for Work with Staff as a management function at all levels.
Disposition of all cadres for training - action.
When evaluating the premises, it is possible to confront the situation that any of them is breached; In this case, the organization may begin to apply the model as long as it simultaneously acts on the aspects that must be observed as premises.
2. Objectives of the Model.
Diagnose the situation that organizations present regarding Work with Tables.
Define specific policies for the organizations that, based on the Main State Policies, allow the continuous improvement of the Work System of the Tables.
Identify the training actions in human resources and others that promote improvement in the application of the Work System with Tables.
Validate the improvement results of the work with the tables.
3. Principles that support the Model.
Integrality: Promote, with an integrative approach, the understanding of the different causes that can cause an effect, beyond specific independent functions, with the perspective of the different actors that affect the results of the organization.
- Coherence: Facilitate the analysis of the connections between the various actions and policies to achieve the objectives. Learning: Carrying out actions that modify the behavior of cadres and organizations by generating knowledge, skills and attitudes and their transfer as a contribution to the Achievement of objectives Flexibility: Allow the application adapting to the characteristics and conditions of each organization.
4. Tickets
General and development characteristics of the cadres and reserves and of the organization.
5. Departures.
Specific policies for working with tables that take into account the particularities of the organizations.
Acquisition and / or development of skills.
Guidance document and its application procedures.
The Panel Management Model constitutes a solution for the implementation of the Work System with Panels in Cuban entities, expressed in graphic form to declare its essential components and governing documents (18).
Source: Panel Management Model Design Research Report.
In the graphical representation of the Model, the flow of the tables - as a segment under study within Human Resources - occupies the central position, since it governs their movement in the organization with a sense of development.
In the preceding investigation, three relevant aspects that articulate this flow system with the other systems were defined and they are: competencies, motivation and leadership.
Competencies constitute the backbone of support for the flow of cadres, as they are an obligatory reference pattern for selection, training and performance evaluation; This is the common element with the policies of the Technical System, within which they must be defined.
The specific policy related to this process interacts with the Influence of the Cadres, through a common side, leadership (it can be associated with power of reference, leadership itself and exemplaryness, depending on the depth of the analysis that is executed). The existence of certain methods and styles will condition the definitions regarding what will be done in terms of selection, training, evaluation.
The third side has motivation as a point of contact with the Policies of Stimulation Systems, which, being part of the inquiry to reward, allows to know what are the needs and preferences that drive the cadres and affect their performance.
Once the component elements of the Model had been adjusted, it was essential to check their operation, so the application procedure was developed, which was compiled into a Work Guide in order to:
1. Describe the sequence of actions and the application of techniques for the application of the proposed Panel Management Model.
2. Facilitate the implementation and compliance of the STC, preventing risks to the organization and human failures and errors, through the evaluation of its internal control and surveillance.
The usefulness of the Guide is given by the application procedure aimed primarily at knowing the level of operation of the Work System with Tables (STC), supporting the analysis in the Human Resources Management process, articulated with Strategic Planning.
In the order of execution, it encourages participatory and teamwork processes, which generates the commitment of cadres and the personnel involved at all levels, through strategic design and the definition of specific policies for work with cadres.
It makes it possible to describe and declare the necessary competencies for the cadres of a given organization, as well as the behaviors associated with them, which is oriented towards one of the most used approaches as a trend, to describe the requirements of the positions in order to meet the objectives of the organization and the cadres responsible for its execution.
The application of the procedure generates training actions based on needs, which facilitates and reinforces the responsibility of the cadre for its own learning and that of its collaborators. In this sense, formal and informal training actions will be taken into account.
It facilitates the application of the STC in coherence with the Strategic Planning of the organization, as well as the development of training plans based on it.
It generates the reflection of the cadres on the importance of competences, leadership and motivation to achieve the fulfillment of the management work, reflected in the fulfillment of the objectives. And for this it demonstrates the need to create permanent communication spaces.
It encourages an orientation of thought towards the process approach and proactive action, so that the analysis of compliance with the policies allows detecting and correcting the failures that are observed, based on its continuous improvement.
The scope of the Work Guide prepared is broad, since the procedure is applicable to the Central State Administration Bodies, their companies and entities, the Administration Councils and their dependencies at any level.
The procedure covers all areas of the organization in which cadres and reserves are included and is not the sole responsibility of Human Resources managers but rather requires the drive from senior management to all jobs.
The benefits and content of the Guide are described below.
The evaluation of the application and the control mechanisms allow to know if the STC is being executed properly and to take the appropriate measures to guarantee the fulfillment of the organization's objectives from the role of the cadres and their reserves.
The guide provides guidelines for executing each action and its sequence and offers proposals for obtaining information, terms and definitions, as well as an example of the application of instruments designed for specific organizations, in order that it can be used, taken as a reference or adapted to the conditions and requirements of each organization.
The conception of the procedure is shown graphically, the sequence of actions related in turn to the Strategic Planning of the organization is recorded, of which the work of human resources in general, and specifically must be part and reflected rigorously the one with the pictures.
| PHASES | STEPS OR ACTIONS. | |
| I. High School | Planning | 1. Initial conference of the research team. |
| 2. Integration of the Application Team. | ||
| 3. Training of the Application Team. | ||
| II. Application | Organization | 4. Diagnosis |
| a) Flow (Selection, Training and Evaluation) | ||
| b) Work (by Competences) | ||
| c) Influence (through Leadership) | ||
| d) Stimulation (to achieve Motivation) | ||
| 5. Articulation with the objectives and strategies of the organization. | ||
| 6. Design of specific policies and strategies of the STC. | ||
| Control | 7. Evaluation. |
Table 4. General description of the Procedure and its phases, associated with the management functions. Source: MA Linares based on research results.
Graph 1. Preparatory Phase for the Application of the Work Management Model with the Tables. Source: MA Linares based on research results.
Step 1. Initial conference of the research team.
The actions begin with the development of a Conference to explain the procedure to the entity's cadres. This lecture will be delivered by the Chief of Staff, Human Resources or another designated colleague who has been prepared based on this guide. In addition, the presentation of the Training Program that will be given to the members of the Application Team is made.
Step 2. Integration of the application team and selection of the organization's experts to train them in working with the model.
The organization's Director of Staff or Human Resources, who is in charge of the functional execution of the STC, will present to the Director of the organization the proposal for the integration of the Procedure Application Team.
Depending on the number of cadres that the organization has, the size of the team will be, which will range from 5 to 8 members. A higher number is not recommended, in order to facilitate its organization and coordination.
Step 3. Training the Application Team.
Training is guaranteed by giving a Program of four conferences (3 hours / conference) and a workshop (4 hours), using the action training method, which is described in the Application Example.
This aspect is essential, not only with regard to the management of the research instruments that will be used to collect the information, but also throughout the process that will be followed for the application.
The greatest number of people involved, specialists and experts must be involved and commitment to the objectives, mastery of work methods, compliance with planned deadlines, etc.
It is essential that the implementation team master the tools and techniques to be applied and those useful to achieve communication and participation. At this time the needs of each member will be differentiated and we will proceed accordingly.
All the concerns of the participants must be clarified in detail, as well as collect the suggestions that emanate from the knowledge of the particularities of their organization or others that may enrich the work.
Graph 2. Application Phase of the Work Management Procedure with Tables. Source: MA Linares. From research results.
Step 4. Diagnosis of the work with the paintings.
Note that they are declared as premises for the application of the model that gives rise to this guide:
Application of Strategic Planning and Management by Objectives based on values as a concept of strategic development.
Definition of Management for work with the Boards as a management function at all levels.
Disposition of all cadres for training - action.
The effectiveness of the specific policies that are elaborated from the diagnosis and the strategic projection of the organization, can be verified through the feedback to the Diagnosis of the work with the Tables.
Step 5. Articulation with the Declaration of the Objectives and Strategies of the Organization.
The results obtained in the Diagnosis have to be articulated with the Objectives of the organization. This is accomplished as follows:
1. You have to know the content of the organization's objectives and strategies.
2. The objectives are broken down into concrete actions in order to meet them. At this point it is necessary:
3. The results of the diagnosis are taken and the aspects of the CTS that may favor or affect the fulfillment of the objectives are declared.
- A detailed analysis of all those aspects that can be solved through training actions must be carried out.
This step serves as an element that contributes to the Strategy for Preparation and Overcoming of Tables and Reserves being based on the strategic objectives and in the same way leading to operational actions that guarantee an Annual Action Plan for training that supports compliance of the objectives for that period.
Step 6. Define specific Policies for the Work System with Tables.
Once the diagnosis of the STC is made, the content of the specific human resources policies for this segment will be defined, describing those corresponding to the flow, work, participation and influence and stimulation subsystems. The analysis of the existing policies and the improvement proposal required to meet the objectives is carried out, in the event that a reformulation is appropriate.
Step 7. Policy Evaluation of the Work System with Tables.
Policies must be clearly stated, without ambiguity, so that they are understood and strictly enforced once declared.
These may be evaluated through: Commitment, Competence and Coherence and for each case the content and means of verification are described, with the instruments designed for this purpose.
The central object of analysis was the operational plan, which obviously cannot do without the strategic plan, which is why the analysis of benefits and costs is presented from that point of view in the following table:
| RESULTS OBTAINED IN THE ANALYSIS DRAWINGS | |
| STRATEGIC | OPERATIONAL |
| 1. The development of the Strategic Planning processes is recognized mostly by the Central State Administration Bodies and the Boards of Directors as a contribution to the management work, which constitutes an opportunity for the strategic approach of the work with the cadres | 1. Practical guide for the application and improvement of the Work System with Tables |
| 2. The application of the Procedure facilitates the articulation of the Strategic Planning and the governing documents of the Work System with the Tables, through a detailed diagnosis and the definition of specific policies for the Human Resources Management subsystems. | 2. The body of methods and techniques, which exemplifies and facilitates the use of HRM tools as technical support for the application and improvement of the Work System with Tables. |
| 3. Engage all cadres and reservations in the app. | 3. Application of a technically argued diagnostic procedure associated with Strategic Planning. |
| 4. Detection of inadequacies in the level of preparation of some cadres and cadre officials on HRM issues. | 4. The definition of policies for the work of and with the cadres, taken to plans of specific needs in the organizations, which facilitates their contribution to Strategic Planning. |
| 5. It constitutes a methodological reference for future research on this subject. | 5. Use of management actions for training-action purposes |
| 6. Investment for training in topics related to HRM. | |
| 7. Organizational learning |
Table 5. Summary of results at the strategic and operational levels. Source: MA Linares, Executive Research Reports of the Projects “Study of the treatment of Tables within the HRM and its link with the results of the organizations (2001) and Procedure for the Management and Implementation of a Management Model of Tables (2006).
Conclusions:
The Guide to apply a Procedure that contributes to improving the Management of Work with Panels is applicable to any type of organization and involves all panels and reserves of the organizations in a training and communication process.
The communication spaces and the training-action processes, generated in the application of the Guide, improve the development of personal and social skills.
The people who participated in the applications corroborate as positive intangible effects for the work: the participation of all in the management, the awareness towards the solution of problems, improvement in quality, appreciation of the intrinsic nature of the work and improvement in human relations.
The application of the Procedure facilitates the articulation of the Strategic Planning and the governing documents of the Work System with the Tables, through a detailed diagnosis and the definition of specific policies, for the HRM subsystems
The body of methods and techniques of practical application that is offered, facilitates the use of HRM tools as technical support for the application and improvement of the System of Work with Tables.
The level of preparation of cadres and cadre officials is still insufficient in HRM issues.
Policies for the work of and with the cadres, can be taken to plans of specific needs in all organizations, which facilitates their contribution to Strategic Planning.
recommendations
1) Incorporate this result into the processes of formation of cadres and reserves of the Central State Administration Bodies and the Boards of Directors.
2) Maintain the application process under the focus of continuous improvement in applying this result in organizations.
3) Disseminate the results presented through publications and events.
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