Database: These are elements that serve as the basis for solving problems or for forming the judgment. A data is only an index, an objective manifestation that can be subjectively analyzed, that is, it requires the interpretation of the individual in order to be managed.
Data Processing: It is the activity that consists of accumulating, grouping and crossing data to transform it into information, or to have other information (the same information) in another form, to achieve some purpose or objective.
Data processing.
- Manual: It is when it is carried out in a manual way, using chips, checkbooks, maps, etc. With or without the help of typewriters, computers or any other information gathering device Semi-automatic: It is when it presents characteristics of manual processing together with the characteristics of the automatic process, that is, when accounting machines are used in which the The operator enters tokens, checkbooks or information one after the other (which constitutes manual processing) and, after receiving the token and initial data, the machine performs numerous consecutive operations already programmed, without operator intervention (which constitutes manual processing). Automatic: It is when the machine is programmed to perform a certain set of operations,develops the sequence without the need for human intervention between one cycle and the next. In general, this cycle is carried out through computers.
Database on human resources.
It is a system for the storage and accumulation of data duly classified and available for the processing and obtaining of information. (Set of logically related files). Information efficiency is increased with the help of the database not only because of the reduction in memory for files, but also because logically related data allows for integrated and concurrent processing and updating. It is very common for databases to be related to each other by software that performs the functions of creating and updating files, retrieving and generating reports.
In human resources, databases can obtain and store data of different layers or levels of complexity, namely:
- Personal data of each employee, which makes up the personnel record Data of the occupants of each position, which make up a record of positions Data of the employees of each section, department or division, which constitutes a record of sections Data of the wages and salary incentives, which constitutes a remuneration record; Benefits and social services data, which make up a benefits record; Candidate data (candidate record), training courses and activities (training record), etc.
This system obtains data and information from employees, the business environment, the external environment and the macro-environment undergoing a work of collection, processing and use. Some are collected to assess the workforce, and others are tabulated and presented in survey, analysis, and monitoring form for characterization purposes. Others are stored to be retrieved later, processed and used in the description.
The development of an information system must take into account the concept of operational cycle traditionally used in accounting, which allows us to precisely identify a starting point and an end point (both external to the company) that are related to each other by chains of events. Once specified, the risk of projecting an information system only for one section of the information flows is avoided, since the dimension of the decision-making process is perfectly defined.
The old traditional information systems constitute closed systems that cover almost all the important information flows within a company, while systems administration seeks to establish a programmed set of decision rules that are applied to a large volume of transactions of the type repetitive. As these rules are determined, the subordinates will be able to manage them in their daily activities, so that the administration is able to dedicate most of its efforts to the treatment of the unscheduled set of transactions. Systems administration is based on the establishment and implementation of an information system, which can collect information internal or external to the company,being this directed to the institutional or strategic level so that it is referred to decisions with follow-up and control. Either way, an integrated human resources information system must group together a variety of information obtained from data from various sources.
- Information systems in human resources.
It is a set of independent elements (subsystems), logically associated, so that from their interaction the necessary information for decision-making is generated. By definition, it is a system by which data is obtained, processed and transformed into information in a schematized and orderly way, to serve as an aid in the decision-making process. As the ARH is a line responsibility and a staff function, the ARH body must provide all agencies with important information about the personnel that exists in each of the agencies, so that the respective heads manage their subordinates in a adequate.
The starting point for building it is the database, and its ultimate goal is to provide information about personnel to managers. This system receives inputs (inputs) that are processed and transformed into outputs (outputs) in the form of reports, documents, indices, lists of position or trend statistics, etc. The data, because they include details, do not allow a broader meaning to be obtained, while the information obtained through the treatment, processing and combination of data carries a broader and more defined significance, thus reducing the conditions of uncertainty.
The assembly of a human resources information system requires: systematic observation and analysis and evaluation of the company, or its subsystems, and their respective information needs. An information system must identify and group all the information flow networks to be projected towards each group of decisions. The emphasis should be on the need for information and not only on the use of information, as has been conventionally done. Fundamentally, the information system is the basis of the organization's decision-making process.
- The planning of a human resources information system.
A human resources information system uses, as data sources, elements supplied by:
- Human resources database Recruitment and selection of personnel Training and development of personnel Performance evaluation Salary administration Records and control of personnel, regarding failures, delays, disciplines, etc. Personnel statistics Hygiene and safety Respective heads, etc.
The HR information system must be planned and implemented to achieve certain objectives. The achievement of these objectives is what will allow evaluating the effectiveness of the system: making that the line organizations can make appropriate decisions regarding the people.
- The change.
Transformations bring new forces and pressures into the organization, contingencies and constraints, opportunities and threats, altering the internal balance; and causing conflict. The world changes every moment, and more and more rapidly. Change seems to be the only constant in our lives. This occurs without us being aware of its speed or its magnitude. And with the change everything is different. Furthermore, the change becomes so intense that it does not allow us to see the past or project it into the future. The change is so great that it makes the future more and more different from the past and the present, as if there were a discontinuity, a mismatch, an abyss between what was and what will be.
- Impact of the changes.
Changes in organizations.
For the ARH. Changes and transformations are gradually accelerating. Technological, economic, political, cultural, demographic social changes, etc.; changes in societies, markets and organizations.
Any change –in transfer, reorganizations, new products or services, new markets, new technologies, etc.-, whether to improve or to worsen; It causes a displacement of the old and the usual and replaces them with a new situation that is thus always unknown and uncertain.
With the occurrence of periods of economic recession, uncompromising competition, and rapid technological development, social, cultural and economic changes, companies feel in a dynamic and challenging environment that changes every moment.
Large corporations have been the preferred targets and their competitive capacity has been gradually eroded, thanks to laws and regulations targeting large corporations; vindication movements place them as preferred targets, the pledge and enforcement generally focus on them, and so on. Large corporations such as IBM, General Motors, General Electric, are trying to stop being a single large corporation to divide themselves into smaller, more agile and dynamic organizations. Huge, heavy structures, characterized by incredible division of labor, are gradually being replaced by small, dynamic structures and multifunctionality. The fiefdoms being replaced by integration and the spirit of society.
Companies - like all social organizations - are relatively conservative and are not well prepared to face change. They still wait for the change to occur to adapt to it. And organizations that reactively and almost never proactively are very rare. Few organizations plan for or anticipate change. And organizations that make change happen are very rare. Common business behavior is one of unpredictability in the face of change.
The process of change necessarily implies the reformulation of concepts and values widely disseminated in recent decades and highly incorporated in the culture of organizations and their leaders.
Changes in people.
If companies are not ready for change, neither are people. Any change in the personal sphere implies a modification of the relationships, responsibilities or behavior of the people who are members of the company, requiring a significant adjustment or alteration of their daily work environment, modification of habits, procedures and functional relationships. Changes can occur in business objectives, authority relationships, work methods and performance, the work environment, interpersonal relationships, and other intra-business factors.
Although they are active agents of change, people can feel victims of it, all change requires the following:
- Mental behavioral adjustment: They refer to the objective alterations that must be made by those who carry out the work through routines:
- Physical in the execution of tasks: Thus, behavior patterns must adapt to new regulations, procedures and work methods. And, consequently, new patterns of communication, cooperation and interaction must be reached. The psychological effect of change must be noted in the attitudes developed by people in relation to change based on their ability to cope with the new demands.
See figures 7.2 a and b in the annexes.
Impact of the changes on ARH.
The world is undergoing huge and rapid transformations. The environment in which organizations live and operate changes every moment. Companies that seek to ignore changes within a closed and introverted stance. They run the serious risk of disappearing, organizations need to continually adapt to environmental changes to be successful. These changes directly affect the ARH.
We always affirm that the ARH must be the agent of change within the organization. ARH helps promote or resist business change. The role of the ARH -as line responsibility and staff function- is to create organizational and environmental conditions for change that can be accepted, assimilated, incorporated and energized by all members of the company. To do this, the ARH needs to take advantage of the direct and indirect actions that it carries out on the members of the company to predispose and prepare them towards business change. Through direct action through its recruitment, selection, training, counseling and orientation activities, the ARH is in a position to change people's minds.Through indirect action carried out through ARH policies and administrative procedures and practices on how bosses - directors, managers or supervisors - should deal with people-related issues, the ARH is also in a position to change the heads of bosses and leaders. See figure 7.3 in the annexes.
- The conflicts.
Conflict means the existence of antagonistic ideas, feelings, attitudes or interests that can clash. Whenever agreement, approval, coordination, resolution, unity, consent, consistency, harmony is spoken, it should be remembered that these words presuppose the existence or the imminence of their opposite terms, such as disagreement, disapproval, dissent, disagreement, incongruity, discordance, inconsistency, opposition.
- Nature of conflicts.
As people are unequal and so are organizations, conflicts are frictions resulting from interactions between different individuals or between different groups, in which discussion and competition constitute the intrinsic forces of the process. Every conflict has within it constructive forces that lead to innovation and change, and destructive forces that lead to attrition and negotiation. Even the absence of conflicts means accommodation, apathy and inertia, since they often collide. Thus, from a certain point of view, the existence of conflict means the existence of dynamism, of life, of forces that collide.
Conflict is a process that begins when one party –individual, group or organization– perceives that the other party frustrates or attempts to frustrate one of their interests. As change occurs, situations change and the quantity and quality of conflicts tend to increase and diversify. Conflicts require innovation to find solutions. In this way, conflicts bring with them positive and healthy aspects: they bring innovation and organizational change.
However, as conflicts are resolved, their solutions consequently bring new and different conflicts that will require new and different solutions. Thus, change and innovation require progressive conflict management.
- Conditions that predispose the conflict.
There are three antecedent conditions that are inherent in business life and that tend to generate conflicts.
10.1 - Differentiation of activities: By performing different tasks and interacting with different parts of the environment, the groups develop specific ways of thinking, feeling and proceeding: they acquire their own language, their own objectives and their own interests.
10.2 - Shared resources : available resources are limited or scarce and are distributed proportionally among the various areas or groups of the organization.
10.3 - Interdependent activities: The individuals or groups of an organization depend on each other to develop their activities. Interdependence exists to the extent that one group cannot do its job without the other doing theirs.
See figure 10 in annexes.
- Conditions that trigger the conflict.
Conflict appears as a process when two triggering conditions occur:
- Perception of the incompatibility of objectives Perception of the opportunity of interference.
The antecedent conditions produce the favorable conditions for conflicts to occur. One of the parties perceives that there is a triggering condition (incompatibility of objectives or interests and opportunity for interference from the other party). And she acquires feelings of conflict in relation to the other party: as a consequence, conflict behavior arises. To achieve its objectives or interests, the party uses a number of different tactics in the conflict.
- The resolution.
It is the end of the conflict episode. Resolution does not mean that the conflict has been resolved or managed: it only means that the conflict episode ended in some way. Generally, resolution occurs when one party wins and the other loses, when there is negotiation, when there is compromise, or by other means.
- Results of the conflict.
13.1 - Construction:
- Conflict awakens feelings and stimulates energies Conflict strengthens feelings of identity Conflict awakens attention to problems Conflict tests the balance of power
13.2 - Destructive:
- Conflict triggers feelings of frustration, hostility, and anxiety Conflict increases group cohesion Conflict diverts energies towards itself Conflict leads one party to block the activity of another Conflict is self-feeding and damages relationships between parties parts. Human resources audit.
The human resources audit "is the analysis of a company's personnel policies and practices and the evaluation of its current operation, followed by suggestions for improvement." The main purpose of the HR audit is to show how the program is working, locating practices and conditions that are detrimental to the company or that are not justifying their cost. It is a review and control system to inform the administration about the efficiency and effectiveness of the program being carried out.
- Human resources evaluation and control patterns
The human resources management system needs patterns capable of allowing continuous evaluation and systematic control of its operation. Pattern is a criterion or a model that is previously established to allow comparison with the results or with the objectives achieved. By means of the comparison with the standard, the results obtained can be evaluated and verified what adjustments and corrections must be made in the system, in order for it to work better.
- Quantity Patterns: Those that are expressed in numbers or quantities, such as number of employees, percentage of employee turnover, number of admissions, accident rate, etc. Quality Patterns: They are those that are related to non-quantifiable aspects, such as methods of employee selection, training results, performance evaluation operation, etc. Time patterns: These consist of the speed with which newly recruited personnel are integrated, the average length of time of the employee in the company, the processing time of personnel requisitions, etc. Cost patterns: They are the direct and indirect costs of staff turnover, accidents at work, social benefits, social obligations, the cost-benefit relationship of training, etc.
In general, the standards allow evaluation and control through comparison with:
- Results: when the comparison between the pattern and the variable is made after the operation has been performed. Performance: When the comparison between the pattern and the variable is made simultaneously with the operation, that is, when the comparison accompanies the execution of the operation.
Comparison is the function of verifying the degree of agreement between a variable and its pattern. The ARH is in charge of planning, organizing and controlling the activities related to the life of the personnel in the company. Part of the execution of these activities is carried out by human resources agencies (either centralized or decentralized).
The speed with which this is done depends on a permanent review and audit, capable of providing adequate feedback (feedback) so that the positive aspects can be improved, and the negative ones, corrected and adjusted. The role of the audit is not only to point out faults and problems, but also to present suggestions and solutions. In this sense, the role of the audit is not only to point out faults and problems, but also to present suggestions and solutions. In this sense, the role of the audit of human resources fundamentally educational.
In many companies, HR guidelines and practices are rarely checked and revised when problems or unexpected situations arise.
This method is not recommended, since the detection of a problem is determined randomly by anyone within the company and at any time. If the problem is one of quantity, quality, time or cost, its consequences last until the moment it is detected.
At present, there is a marked tendency to replace these sporadic and random reviews with systematic, periodic and planned reviews, adapted to the particular circumstances of the company, in order to allow a truly preventive and educational control and feedback.
- Information sources.
The human resources audit is based on verifications, monitoring, records and statistics. Figure 16.1 shows a list of items that make up the human resources audit.
- Amplitude and depth of action of the audit.
According to Dale Yoder, the HR audit can cover as broad a coverage as the ARH functions themselves and presents a division similar to the divisions of the ARH bodies, as seen in Figure 17.
FIGURE 17 - Main items of the human resources audit.
| Basic functions | Records and statistics |
|
1 - Analysis and description of positions |
A. Specifications of the charges.
B. Personnel questionnaires and requirements tables. C. Charge Analysis Costs. |
| 2 - Recruitment | A. Application of the job application questionnaires and check list.
B. Number of candidates by: ü Sources ü Ads ü Indications of officials ü Medium, etc. C. Recruitment costs for: ü Sources ü Media |
| 3 - Selection and placement | A. Basis for selection (personal characteristics)
ü Results in tests ü Check list of interviews ü Education, training ü Experience ü References and indications ü Marital status, etc. B. Tracking and staff development records. C. Individual personnel records. D. Costs of: ü Interviews ü Testing, interpretation and follow-up |
| 4 - Training | A. Number of employees trained by training classes.
B. Grades and results of training. C. Training time required. D. Training costs for training classes. |
| 5 - Employee level | A. Productivity records.
B. Costs of the registry program. |
FIGURE 17 - Main items of the human resources audit.
(Continuation).
| Basic functions | Records and statistics |
| 7 - Maintenance of morale
And of discipline. |
A. Registration and general evaluation:
ü Data about the level of morale. ü Disciplinary acts, by type ü Incidents ü Counseling records ü Use of benefits, services, publications, etc. ü Suggestions ü Various records B. Costs by type of activity |
| 8 - Health and safety | A. Health record:
ü Number of visits to the medical service ü Diseases by type ü Days lost due to illness ü Marking of physical defects B. Accident records: ü Frequency ü Intensity ü Types of accidents C. Costs |
| 9 - Personnel control | A. Health record:
ü Total employees ü Total working hours B. Accident records C. Costs of maintenance and security services, compensation, etc. |
| 10 - Salary administration | A. Payment details:
ü Salary levels ü Salary incentives ü Awards, etc. B. Value of charges C. Unit labor costs D. Costs, including evaluation of positions, administration of incentive plans, etc. |
| 11 - Collective agreements | A. List of union members
B. Discontinued agreements, in arbitration C. Suspension of work D. Contractual clauses E. Cost of collective agreements. |
| 12 - investigation records. | A. Detailed above. |
The author emphasizes, within his typically North American experience, that audits generally begin with an assessment of business relationships that affect the management of human potential, including line and staff personnel, the qualifications of staff members. human resources staff and the adequacy of financial support for various programs. From there, a variety of patterns and measurements are applied, the depth scale of which depends on the type of examination to be performed. Personnel records and reports are examined. An examination report is analyzed, compared and prepared, almost always including recommendations for changes and alterations.
On the other hand, auditing can penetrate much more deeply, as it can also evaluate programs, policies, philosophy and theories. Depending on the policy that exists in the organization, the HR audit can focus on any or all of the following productivity aspects:
- Results: Which include both the achievements and the problems considered effects of the ongoing administration Programs: Which include the detailed practices and procedures that comprise it Policies: both explicit and formalized as well as implicit Administration Philosophy: Your priorities values, goal, and objectives.Theory: Assumed relationships and plausible explanations that detail and relate continuing philosophies, policies, practices, and issues.
The audit serves to reinforce the training provided to certain executives who act within the human resources area. Leaving aside its supervisory nature, the audit can have a strong educational impact, since it allows relating the quality of human resources management with the various indicators of company efficiency. The audit, when carried out at a high level, makes it possible to observe the extent to which management was successful in personally identifying employees with the organization's processes and accepting organizational objectives. The audit can also present indicators of the quality of leadership, motivation at work,efficiency of supervision and the continuous growth and development of employees and managers taken individually. In short, the audit allows verification.
- To what extent is the human resources policy based on an acceptable theory To what extent practice and procedures are adequate to such policy and theory Indicators of efficiency and effectiveness in terms of staff training, training and development, remuneration, social benefits, union relations, etc. Clarification of objectives and expectations regarding the HRM in terms of quantity, quality, time and cost Use of resources and results obtained.Contribution of the HRH in the objectives and results of the company Organizational climate, development and incentive to the creativity of the staff.
- The human resources audit agent.
Some companies hire an outside consultant who knows the experiences of other companies, who is now considered an authority on human resource research. The external consultant can perform both full audit and dedicate part time to some aspects of human resource practices and guidelines or to the industrial relations manager. Others form commissions and hire an external consultant to guide them. Others even create a specific HR audit body.
Yoder highlights the role of human resource auditing. For him, the various variations that occur simultaneously seem to have influenced the trend towards the systematization of formal industrial relations examinations. The most important changes that alter the HR audit scenario are:
- Cambio en las filosofías y teorías administrativas, en particular aquellas que consideran la participación y la identificación del empleado como influencias significativas y positivas en el incentivo y en el éxito de las organizaciones de trabajo.El cambio del papel que desempeña el gobierno y su creciente intervención con el fin de vigilar la administración del potencial humano y proteger los intereses de los empleados, aumentándoles la seguridad económica y garantizando el pleno empleo.La expansión de los sindicatos y la determinación bilateral de la política de empleos, con frecuentes críticas hacia la competencia administrativa en las relaciones industriales.Alzas salariales frecuentes, que implican un costo más alto de la mano de obra y mayores oportunidades de desarrollar una ventaja competitiva en la administración de personal.El cambio en las habilidades requeridas para algunos trabajadores técnicos y profesionales que presentan problemas administrativos más difíciles y una actitud más crítica frente a la administración.Aumento de gastos para las divisiones de staff de relaciones industriales, lo que implica una proporción más elevada de personal y salarios mayores para los especialistas en relaciones industriales.Competencia internacional más agresiva, resultante de la ampliación del círculo de la industrialización, que destruyó el mito de la antigua ventaja que disfrutaban las empresas norteamericanas.
The audit agent can be a specialist, an external consultant or an internal commission; In any case, the HR audit has a strong educational impact on the organization.
- Human resource accounting and social balance.
Traditional accounting is predominantly oriented towards the shareholder of the company, in order to provide an evaluation of the progress of the business and the adequacy of its administration, from the financial and accounting point of view in purely accounting terms, the human being it seems to escape any direct and immediate quantitative evaluation.
However, the human factor is the most important element in organizations. The development of organizations cannot be adequately evaluated if the human factor is not included in this evaluation. The human element must be placed at the center of concerns, not only in administration but also in accounting.
Since the beginning of the last decade. Some Central European countries were concerned about the accounting of human resources and the social balance. Although the social and the human cannot be accounted for in terms of direct value or effect, the reflections of a good organizational climate, for example, improve results by increasing productivity and favoring heritage conservation. The quantifications of these gains or of the capital improvements do not appear in the traditional accounting balance sheets.
In this way, an initial question arises: Should the social balance constitute a lengthening of the accounting balance or should it be a new and different perspective separate from traditional accounting and its intrinsic characteristics of equity? The social balance sheet is a concept whose formal realization is still incomplete, since in the inventory of the 2 social values ”only certain aspects that are only one side of the balance sheet are audited, that is, aspects of the social asset. The companies do not usually make evident the negative aspects, that is, aspects of the social liability. In this sense, if we do not have social assets and social liabilities, we will not be able to have a social balance. Man and society cannot be reduced to a simple equation of equality between an asset and a liability. However, in more restricted terms,If the company invests in something called the social aspect, it must have a compensatory remuneration for this. In other words, a benefit must correspond to each cost. The social balance seeks to recapitulate in a single document the main data that allow us to appreciate the company's situation in the social domain, record the achievements made and measure the changes that have occurred during the year in question and during previous years. In this way, the social balance must contain information about employment, remuneration, social obligations, hygiene and safety conditions, staff productivity, disruptions (turnover, absenteeism, labor disputes), labor relations, etc. Moreover, the social balance must reflect not only the relationships between the company and its staff, but, and above all,the relations between the company and society as a whole, thus including information on the following categories of social groups:
- Employees: Constitution, characteristics, remuneration, social obligations, development potential, promotions, working conditions, etc. Shareholders: Constitution, characteristics, applied risk capital and financial result Customers and users: incorporation, characteristics, level of production and sales, etc. Suppliers of raw materials and equipment: Constitution, characteristics, so they can evaluate solvency and profitability of the company Local, regional and national entities: Related to aspects of environment, control, operation, etc. of the organization Public authorities in general.
- Classification of social accounts.
Social accounting models consider an element important from the social prism as a particular analytical account. We can classify four categories of social accounts.
- The social accounts reduced to analysis in terms of social costs, related to the main social groups that make up the organization, such as:
- Personnel: ordinary annual investments or expenses related to improvements in working conditions or hygiene and safety, as well as personnel training, expenses to improve the quality of life of the personnel and their families (restaurant, shelters, vacation spots, clubs, etc.) Clients or users: Investments (research, quality control facilities, improvement of the producer or service) that seek to give greater protection to the consumer Collectivity: Expenditures to reduce pollution, urban improvement, physical environment, collective interest, etc.
- The company The general public and the community The shareholders.
In its most elementary form, this type of accounting presents a table of annual distribution or over-position of the added value among the various social groups, and considers two successive periods to demonstrate.
- If the total productivity of the company improved from one period to another and in what proportion. If additional productivity occurred, how this benefit was provided and how it was distributed in each of the social groups.
Suppliers (8 raw materials).
Employees (staff).
The shareholders (goods and equipment).
Those who obtain the goods that the company produces are the customers. The state benefits systematically from the profits of production through taxes. Thus, if there is an increase in productivity, the question is to know who benefited and in what proportion.
- Social responsability of the company.
The social balance shows the concept of social responsibility of the company. Social responsibility does not mean the socially responsible performance of its members, nor charitable activities, but rather the company's commitments to society in general and more intensely with those groups or behavior of the company in the face of social demands, as a consequence of their activities. This implies the evaluation and compensation of the social costs that it generates and the broadening of the field of its objectives, defining the social role to be developed to achieve, with all this, legitimacy and responsibility vis-à-vis the various human groups that serve it. they integrate and prevail in society as a whole.
Human groups and companies interact dynamically. Every organization depends on its environment for entry and exit. The company is successful and effective when it achieves its objectives and is able to meet the needs of its environment. From this point of view, the company's social responsibility occurs as soon as it complies with legal requirements and contracts, constituting a response of the company to the needs of society, that is, internalizing what is good for society and responding to what is that society expects from the company.
The social balance emerges, therefore, as an instrument to delimit and define the social responsibility of the company. For this reason, the implementation of the social balance has three stages:
- Political stage. It is the phase of awareness by the management of the company, regarding the need to implement the social balance as an instrument of public relations.Technical stage: when the demand for a social information system arises and it is shown that the Social balance is a valid instrument for this. Stage of integration of social objectives: when the decision-making process begins to integrate the new social objectives, as a reflection of the idea of social responsibility at the various levels of the company. The social balance goes from being a mere instrument of information - communication to an instrument that is translated into an administration system.
Consequently, the social balance sheet becomes an information system directed to the public regarding the socially responsible behavior of the company. The new conception of the company in charge of the conviction of its social responsibility imposes a profound change regarding the information that is offered to the public, internal and external. In essence, the social balance is not intended to express the status of a set of double items of assets and liabilities, but rather a set of indices and indicators that express the levels of each of the variables that are taken as important by the company to enforce its social responsability. The social balance tends to show whether or not the organization is doing a good job, whether from the point of view of its employees, its shareholders, its customers,from the general public and the community.
ANNEXES
INTRODUCTION
It is understood that human resources management is the central engine that, based on comprehensive knowledge, generates the appropriate responses. To carry out its actions, its main tool is the information that is translated into a reliable database that includes the permanent updating and programming of it.
When considering changes, it must be able to identify conflicts and the impact of such changes, in order to face and solve them, proposing solutions that adjust to the needs of change.
The present work tries to describe the tasks and functions of a management of human resources that a modern company is placed in a place that confers a responsibility and a social commitment.
CONCLUSION
Human resources management performs its tasks and functions based on information, this being a system as such, it has objectives, among which are:
- Human resources market research Analysis and description of positions Database design Evaluation and classification of positions Organizational charts
Through them, the organizational analysis and operational techniques that should lead to results are carried out, for which the veracity of the information source and the updating of data is of paramount importance.
Individuals and the environment stimulate the changes that are expected to be successful and in adapting to them and the expected reward, a positive perception of both oneself and others is necessary; Once the need to make changes is established, these are made through human resources management, which through an audit, will evaluate and determine the degree of active and passive resistance, and lead to direct and / or indirect actions based on policies that, among others, includes training, counseling and educational programs to jointly generate an organizational climate that optimizes the relationship between boss and employees.
Human resources management must permanently identify and evaluate weaknesses and problems in a timely manner to visualize conflicts and propose alternatives and effective solutions.
It can be concluded that the productivity and stability of a company is firmly linked to its human resources management, since all its departments depend on it.
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