Current trend
The classical management school that had its heyday in the first decades of this century proposed a management approach based on the possibility of providing managers with the ability to analyze, predict and control the behavior of the complex organizations they managed. But this vision of the business world contrasted with a reality in most cases unpredictable, uncertain and even uncontrollable.
Currently there is the possibility of a fruitful dialogue between the world of administration and the scientific world. Science, considered by businessmen as a source of technological innovation, today generates more important values: it provides new ways of looking at and understanding the world.
personnel-administration-2Management may be a science, but it is not the kind of science that most managers think of. To understand the new science of management we must refer to the book that coined the term "scientific management": Principles of scientific management, by FW Taylor (1911).
In this book, now considered a classic of administrative literature, Taylor seeks to determine rules to apply the concept of efficiency to the organization of industrial work.
Taylor considered that the fundamental cause by which the effort of the man was wasted was the lack of a scientific administration. Managers must find the "best procedure" that ensures maximum efficiency. Taylor writes: “good administration is a true science”, which must be based on “laws, rules and principles that will constitute an understandable, predictable and controllable system”. The worker plays a totally passive role. Taylor's principles inaugurated a revolution in the administration and organization of work and his ideas contributed to large increases in productivity and the standard of living.
These types of rigid organizations cannot adapt quickly to change, so managers must rethink the fundamental elements of Taylor's theory.
Far from being predictable as clockwork, reality appears as random as a game of chance. Chaos theory is one of the tools to understand the new business environment.
Scientists from a wide variety of fields began to experiment with simulations of physical systems reaching very similar conclusions: an infinitesimal change in initial conditions had a profound effect on the evolution of the entire system.
This concept inaugurated a radical change in the vision that scientists have of the world: the emphasis on control and predictability, typical of the 19th century, has given way, at the end of the 20th century, to the power of chance and probability.
The behavior of the simplest physical systems is fundamentally unpredictable.
Recent studies on nature mention the existence of highly efficient "complex adaptive systems" which have certain characteristics in common:
- They are self-administered through a network of "agents" that act independently of each other and without depending on any central power. However, they are capable of forming communities that cooperate to achieve performances that individually they could not achieve. This self-administration is possible thanks to a special type of feedback. In a sense they are systems that learn through feedback from the external environment. When external conditions change, the structure of the system automatically changes. These systems have “flexible specialization”. There are groups of agents that occupy specific niches within the system to fulfill certain functions. But those niches are constantly disappearing so that new ones emerge that allow the system to adapt to external changes.Complex adaptive systems are characterized by "perpetual novelty." Many managers are struggling to build such organizations to cope with today's uncertain, and sometimes chaotic, business environment.
While the scientists developing the theory of chaos and complexity are not specifically concerned with the world of business, their perspective has influenced the management literature. Peter Senge, in his book "the fifth discipline" talks about people who feel lost within the organizations, to which they belong; Managers overwhelmed by too much information, too many abrupt changes, and too many conflicting demands.
Many see themselves within a system over which they have no influence whatsoever. They "do their job," put in their time, and try to deal with forces beyond their control.
According to Senge, this systematic inability to cope with complexity is a direct consequence of the traditional approach to management. “From a very young age they taught us to break down problems and fragment the world. This allows us to transform complex problems into more manageable dimensions. But the price we pay is too high: we lose sight of the consequences of our actions, we lose the connection, of what we are doing regarding the global problem ”
Managers think they understand cause - effect relationships that occur in their organizations. But in fact, the connections between actions and results are infinitely more complicated than what managers suspect.
In this way, a dilemma is created: we learn best from experience, but we cannot experience the consequences of most of our important decisions. As a result of this, managers are prisoners of the systems they assume they are running. The idea of a manager as a scientific planner is a misconception. The alternative is to see the organization as a machine and begin to perceive it as some kind of living organism.
Senge speaks of "thinking systems" and "organizations that learn" as the fundamental tools to face new realities.
Just as chaos theory teaches that small changes can produce large effects on physical systems, systems theory speaks of the "leverage effect": small, well-focused actions can sometimes produce significant and lasting improvements.
The "learning organizations" have characteristics very similar to the "complex adaptive systems" that scientists are discovering in nature. They are highly decentralized systems in which decision-making processes are subject to permanent change.
Today's manager is a scientist, but with very different characteristics from those conceived by Taylor.
Today's scientific managers must be researchers studying their own organizations. And they must be designers who create the learning processes that make “self-administration” possible, processes that are essential to be efficient in a world characterized by permanent changes.
Job
Concept and historical evolution
It is all effort of man applied to production applied to the production of goods or services.
In the stage of paganism, work was shame. The only ones who worked were the slaves. With the advent of Christianity, work becomes an honorable activity. It is a social obligation and a human right.
Work activity occupies a large part (70% to 80%) of the available time.
The work perfects:
- nature: through work man completes the creative work of God. society: work as a factor of production, allows the generation of wealth for society to evolve. worker himself: through work man obtains the income that It allows you to satisfy your needs and those of your family group and, in addition, you should find a way to perfect yourself and grow as a person in all its dimensions (material, intellectual and supernatural).
Work on the Social Doctrine of the Church
Man's work deserves respect, dignity and a remuneration that allows him to cover his basic needs and those of his family group.
Work is considered "effort" because it is painful. The worker must overcome a double resistance: that of his own person and that of the elements with which he works. The pain of work is the consequence of original sin.
Work is considered "human effort" because:
- It participates in the dignity proper to man and two faculties proper to man are exercised: intelligence and will. He is more human the more intelligent and free.
Work occupies a position of particular relevance in the broad spectrum of human activities. What is changing is the attitude of man and society towards work.
In the tradition of the century of the lights and its revolutionary struggles, the name of work is sanctified and the title of worker is the most honorable.
Marxism preserves this tradition which is among its essential beliefs. For Engels, "work was the basic and fundamental condition of all human life and it is to such a degree that we must say that work has created man himself."
After the Nazi concentration camps of the Gulag Archipelago in Siberia and their Chinese or Indo-Chinese equivalents, we know what the illusion that work is the passport to paradise leads to.
The religion of work, with its formula of reeducation and redemption for it, can be the opium of the people.
For Christians, work is an instrument whose dignity lies in the fact that it comes from the person, who needs it for their own subsistence. Through work, man is in solidarity with his brothers and cooperates in the perfecting of creation and in the redemptive work of Jesus Christ.
SS John Paul II in his Encyclical Laborem Exercens brings us up to date on the Catholic vision of the problem and encourages us to reflect.
Personal Function
1 - Personnel administration
Concept
The person who is in charge of the personal function is related to at least three major aspects:
l) the organization, insofar as it has to do with the achievement and motivation of the workers to achieve the objectives of the company; 2) matters related to the satisfaction of primary and psychological needs of workers; and 3) society in general, insofar as it requires compliance with the laws in force.
The personnel manager requires an overview of fields such as psychology, sociology, philosophy, economics, and management. You will often run into problems and issues that often lack the right answer, as they are not so obvious. They require the ability to understand non-logical situations, the ability to put oneself in the shoes of others, and the ability to predict human behavior.
We can define Personnel Administration from two points of view: a) According to the PARTIES it comprises;
- b) According to the FUNCTIONS to be fulfilled.
Definition according to the parties
Personnel administration comprises:
- Personnel management: Internal functions that make the relationship of the company with its own staff. Labor Relations: Relationship between the company and the Professional Associations of Workers. Public Relations: Relationship between the company and the social environment.
Definition according to functions
Personnel administration includes administrative functions and operational functions, which are derived from the former. The administrative functions are:
a- Planning b- Organization c- Direction d- Control
The operational functions are:
a- Obtaining b- Development c- Remuneration d- Integration e- Maintenance
The purpose of this set of administrative and operational functions is to contribute to the achievement of the organization's objectives.
Location of personal function within the organization
The first alternative to decide when designing the structure of the organization is to determine if Personnel will have its own structure or if it will be part of the structure of another department.
In the event that the volume of tasks and the size of the structure justify it, the Personnel unit will be organized separately from the other departments.
The commonly used position grouping basis in Personnel is the functional basis.
The importance of each function of the size of the structure, the skills of the personnel and the philosophy of the top management regarding the importance that it gives to the personnel aspect.
A more evolved alternative is the use of a service criterion to group the units.
In this case we divide the "hygienic" functions and the "motivational" functions.
Among the motivating tasks we include:
- an educational function a job design based on the interest and satisfaction of the worker a function that serves as an antidote, through training and education to prevent technological obsolescence.
Stanley Sokolik suggests a third base for grouping positions, aimed at whoever uses the services. Part of the idea that the problems and requirements are different for each category of personnel.
goals
The objectives of the personal function follow from the general objectives of the organization.
Personnel goals can be monetary and non-monetary.
In these times, managers have come to attach particular importance to people's non-monetary goals. When the remuneration is reasonable, other wishes follow and they are the base of the human relations today. It may be the case that an individual accepts a low remuneration in order to gain more prestige, recognition, security, or some other similar type of psychic income.
Responsibility for ensuring the satisfactory realization of the employees' personal objectives rests on personnel management. If the objectives of all the groups that make up the organization are not reasonably achieved, the objectives of the organization may be altered.
2- Personnel Department
Importance in the different structural forms
the relative importance of the Personnel department is changing in the five models that summarize the current spectrum of organizational structures.
- In the simple structure, the responsibility for the tasks of the personnel department rests with the one who exercises the leadership. In the machine bureaucracy, the tasks are repetitive, so there is a high degree of normalization. In bureaucracies the key task is the selection since already trained personnel are incorporated.The divisional form is actually a group of structures, in which the most important person is the Head of the division, since he is the one who has the responsibility of achieving the results. It is the most flexible structure and the one that least respects the classical principles of administration. The key task of the personnel department is the selection, since the personnel in addition to their high training, must have a personality that allows them to adapt to group work.
Historical evolution of the personnel department
Passive or Registration Stage:
It is the embryonic stage, It concludes after the end of the First World War.
Personnel keeps records and pays wages, but does not intervene in setting personnel policies.
Stage of services and benefits:
It is located in the third decade of the century. In response to union pressure, companies begin to grant benefits to workers.
Active or decision-making stage:
We place it in the fourth decade of the century: The company loses the battle against the union.
Conflicts arise due to the poor preparation of the command line to face this new reality. Companies hire specialists in personnel management and the personnel department has decision-making power.
Staff Stage
Since the end of World War II
The deterioration of the supervisor's power was reflected in a decrease in the volumes produced. In this stage Personal advises, provides services and controls. The specialist has access to the Directorate, but the one who decides is the advised one.
The role of personnel as a system
Functional Basis
job
training
Remunerations
Legal matters
Security
Services
Beneficiary base of services
(See PDF)
3- Approaches of the Personnel Management
a- Mechanists approach
It is based on Taylor's ideas especially on the reasoning that if machines can be made more productive by taking specialization to the extreme, the same can be done with man.
Very specialized jobs can be created in both dimensions, and therefore easily interchangeable. Based on this concept, we must employ the cheapest labor and use it until it is discarded.
The mechanistic approach presumes that personnel are controllable, their behavior predictable, and themselves interchangeable.
Taylor's economic man only seeks to avoid pain and obtain monetary rewards. Although it is obvious that this conception of work and the worker has been superseded by the advancement of times, conceptual lags still appear in many managers who show a
influence of the old philosophy.
Many of today's personnel management problems have their roots in the past:
- Technological unemployment Safety Union organization Reduced job satisfaction
b- Paternalistic approach
The mechanistic approach was the predominant one in the economy of the beginning of the century. Suddenly, a new approach emerges as a reaction to the growth of unions during the First World War.
Paternalism is the concept whereby management assumes a protective attitude towards employees. It was implemented through a profusion of social benefits to employees. To be considered paternalistic, two characteristics are necessary: granting benefits not with the objective of benefiting the worker but to compensate other requirements and, secondly, the decision regarding what services to provide and how to provide them, is the sole responsibility of management..
c- Social System Approach
Paternalism petered out in the Depression of 1930, although some managers now try to use this approach.
The failure of the previous approaches revealed the complexity of the problem and the need to face it from another position. This is known as the social system approach and it conceives the organization as a complex system open to environmental influences.
The most important components of the social system are:
- inputs from the outside environment a processor made up of people, material elements and functions that transform inputs into finished products a set of products desired by members of the outside environment a nervous system, which regulates inputs, processes and products.
job
Employment consists of studying and applying the rules and regulations governing the incorporation of personnel.
Instead of the term employment, it is generally spoken of: recruitment, selection, admission, incorporation, taking of personnel, etc.
If we analyze these words, we observe that:
Login: is the action of entering or entering
Recruitment: it is the action and effect of enlisting recruits or soldiers Selection: it is the choice of a person or thing among others, preferring it.
Search: is the action of searching and finding a person or thing.
Incorporation: Adding people to others to form a body.
Enter: become part of an organization.
Take: is synonymous with employing.
Employment means "occupying a person, entrusting him with a business, commission or position"
We will use staff employment for the action of employing or taking staff, which we will enter after doing a search and within it a selection.
Job cost
Personnel costs are very subjective in general, but in the case of the employment process, quite objective figures can be achieved.
The cost of employment is made up of two concepts:
- Initial cost:
- Price of the advertisement Recruiters' salaries n Technical, psychological and health tests n Social worker expenses Time of the executive personnel who take care of the interviews n Fixed costs of the Employment Office
- Training and qualification n Induction or presentation to the position n Adaptation to the position n Adaptation to the social group
Contracting procedure
The typical recruitment procedure for selection is as follows:
- Initial interview: it should be short and its objective is to eliminate those obviously not qualified for the position Application form: those who pass the initial interview are provided with a form that must be completed with the basic data of affiliation, education, etc..References: usually have a very relative value. They are obtained in the study institutes in which the applicant attended and in previous jobs Psychological tests: small and medium-sized companies do not usually carry them out due to a cost problem Employment interview: it is essential, although it is subjective and incomplete. The goal is to obtain meaningful information about the person. It is a technical interview Approval by the future boss: the current trend is that the Personal function advises, but the choice is made by the future boss Physical examination:It is done in most companies and can have different levels of complexity. Induction: it is the introduction to the position. The selection is over. It is an important stage, since more than half of the voluntary discharges occur within the first six months, due to adaptation problems. Follow-up: it is the stage after induction and lasts a few weeks. It seeks to verify if there is a reasonable satisfaction of the new employee towards the job and whether it meets their previous expectations.It is the post-induction stage and lasts a few weeks. It seeks to ascertain whether there is reasonable satisfaction of the new employee towards the job and whether it meets their previous expectations.It is the post-induction stage and lasts a few weeks. It seeks to ascertain whether there is reasonable satisfaction of the new employee towards the job and whether it meets their previous expectations.
Authority
Concept:
Faculty to plan tasks and control.
Right to command and Power to be obeyed
Power to make decisions and to control their compliance
Power to make decisions that guide the actions of others
Types of authority:
- Charismatic: Derived from the Personality of each Person. Its name comes from the word "charisma". This type of authority is Moral and derives from intelligence, moral qualities, innate ability to lead, etc. Formal: It derives from the position it occupies within the organization. It is a consequence of the position he occupies. It is established by positional division. It is legal authority and emanates from the function performed. Technique: It arises from the intellectual knowledge of each individual. It is also called professional authority. Traditional: It is a consequence of inheriting a traditional position. Its typical example is the monarchies.
The authority is Monocratic, only one is in charge. This causes conflict. According to the different positional levels there is a different social recognition. There is also a correlation between the positional level and the income received.
The organization influences its members in various ways.
These organizational influences do not determine the decisions of individuals, but rather set premises on which those decisions were based.
Forms of influence:
Authority
training
Efficiency criterion Organizational loyalty
Authority is essential to achieve coordination. An action plan is drawn up and this plan is communicated to group members. The final step is the acceptance of this plan, and it is at this point that authority becomes fundamental.
Authority is not conceived without responsibility.
Responsibility is understood as the set of positive and negative sanctions that accompany the exercise of Power.
Discipline
It is the obedience and external signs of respect carried out according to the conventions established between the organization and its agents. These conventions can be unspoken, written, imposed, debated or arise from laws or customs.
Discipline implies:
obedience
external signs of respect activity presence.
The aforementioned conventions will vary in each type of organization, in each country, company, time, etc.
Good disciplinary performance depends on both subordinates and bosses.
To maintain discipline you need: good bosses, clear rules of the game and negative sanctions applied fairly.
Discipline implies obedience to the Norm and the Superior.
We can define discipline as an adaptation of behavior to the norms.
Positive discipline: voluntary and spontaneous adequacy Negative discipline: adequacy by coercion.
To achieve positive discipline there are different tools: Training, identity of objectives, organizational loyalty, etc.
The different needs of man are converted into specific Desires within the organization. There are some of these wishes or requirements that are observed quite frequently:
- Payment: the remuneration satisfies physical and psychological needs Social Security: refers to the psychological need Social Acceptance: the need to be accepted by their social environment Recognition of the work done: this recognition can be verbal, public, monetary Possibility of Progress - Most employees want to advance. There are some people who are reluctant to progress out of fear of assuming responsibilities Working Conditions: comfortable, safe and attractive Good Bosses: competent and fair leadership is required Rational orders and instructions: absurd orders serve to increase insecurity and frustration of the Personal Social responsibility of the organization:The tendency of private companies to try to collaborate to solve social problems has a favorable impact on the expectations of the Staff.
Motivation tends to reconcile the interests of the job with those of the organization, so that the resulting behavior will contribute to the execution of the wishes of the employees, as well as simultaneously obtaining the organizational objects.
Vroom's theory: The motivational impact on the employee is influenced by the employee's appreciation of the anticipated value of the earnings in relation to the behavior and the expectation that this behavior will generate a certain income.
Participation
Participation in decisions is a suitable means of achieving self-esteem and self-realization.
Advantage:
High-quality decisions
Acceptance of the resulting decisions
Identification with the objectives of the organization Limitations:
Staff knowledge and skills
Reluctance to participate for fear of responsibilities
Urgency of decisions
Leader capacity
Breadth of freedom
Degrees of Participation
Persuasion
Many scientists have agreed that the current leadership style is benevolent autocracy.
Indoctrination is the process of presenting a point of view to a person in the hope that they will accept it.
The instructor decides that he wants the person to believe and present the doctrine in a persuasive way. The objective is the acceptance of a judgment.
Indoctrination principles:
- Repetition: The more a doctrine is repeated, the greater the acceptance of the person who receives the message. Truthfulness: the true doctrine will be the one with the most followers. Management must live with its staff and if it misleads them once, it may take a lot of time and effort to regain their trust.Simplicity: the clearer and more understandable a doctrine is, the more acceptance it will have.Prestige of Ideology: a greater prestige of the ideologue, greater acceptance of the doctrine.
The more subordinates believe in their leaders, the more acceptance their directives will have.
- Prestige of Ideology: As a matter of social acceptance, people tend to accept without question the theories that are acceptable to the majority of their social group. Exclusion of opposing ideas: it is the most powerful and most objected medium. If someone is bombarded with an idea, this repetition over a period of time will result in "brainwashing." The effect is greater if there is the restriction of accessing other different points of view.
It is ethically objectionable because it does not respect freedom of expression.
Communication
The communication process is composed of three elements:
- the sender of the signal the means by which the signal is sent the receiver
The sender is someone who wants to transmit some type of information to another person. It is impossible to carry out this transfer in a perfect way, since we must introduce that message within symbols and send them through them to the other person. The most used symbols are: words, expressions, graphic signs and numbers.
The medium consists of the communication channels and the particular mechanism that is going to be used to send the signals. The receiver must obtain the symbols that are sent to him and develop them in the form of an idea.
If the signal is confusing or the symbols mean different things to both of you, the communication does not take place.
Idea Encoder Transmitter Symbols Receiver Decrypt Idea
| Speaks | Words | Listens |
| Writes | Actions | read |
| Act | Drawings | Watch |
| Design | Numbers |
Communication Symbols
- Words: language is compared to a map, which represents a certain territory. Like a map, it is not the territory by itself, a word is not the object or idea it represents. The process is complicated when it comes to words that represent intangible concepts. Actions: The manager must recognize the fact that it is also communicated by actions. If a supervisor stands behind an operator and makes a note in his notebook, the employee will likely feel curious, anxious, or insecure. The manager must realize that he is the center of attention of subordinates.Drawing: Cartoons and television have demonstrated the power of drawing to convey meaning and understanding to people. A summary report with clarifying graphics may be better understood by the recipient than an extensive long report.Numbers: The figures or numerical data can be absolute, relative or statistical data. A figure in a certain written report helps improve its credibility and acceptance. Average figures can also be used according to the issuer's intentions.
The audition
Broadcasting the message is just one part of the communication process. Next we will deal with the reception problem
The reception of messages is affected, in the first place. By listening, when communication is oral.
An obstacle in the communication process is the difference between the speed of speaking and the speed of listening and understanding. It takes less time to listen and think than to speak; we usually speak to others at a rate of 120 to 160 words per minute, when we can listen and think four times faster.
The main block to personal communication is the inability to listen intelligently while understanding. Personal is the inability to listen intelligently understanding the other person.
We can make a classification of "listeners" or "oral receptors":
- Marginals: are those receivers who pay very little attention to the speaker, or the attention is intermittent. This type of situation generates, in addition to communication problems, personal conflicts since the speaker feels injured. Evaluations: this type of receiver is attentive, but uses the difference in speed to his advantage, to judge from his own point of view. If we spend our time in a critical process, approving or disapproving of what the speaker says, we are spending very little time and effort on the task of understanding what that person wants to say.Projectives: real communication occurs when the listener really hears and understands the position and purpose of the speaker. This type of receiver avoids criticizing, approving or disapproving.Just try to get inside the speaker's mind and understand their points of view.
The ability to read is also important in the communication process.
The amount of written material that the executive must consider, is increasing more and more with the passage of time. Hence, it is important to reduce this amount of material to the essentials.
Training and communication
The greatest difficulty in using formal training methods is to achieve, within the training group, an attitude of receptivity. All teachers recognize that motivation is the key to the learning process.
The one who trains must be interested in learning and also be convinced that he does not know the things in which he is going to train.
The training is applicable to the decision-making process whenever certain elements are repeated in a large number of decisions. Training can provide the employee with the facts necessary to deal with these decisions; it can give you a frame of reference for your thinking; it can teach you proven solutions or it can instruct you about the values according to which you should make your decisions.
Through training, a greater degree of decentralization of the decision-making process can be achieved, by giving the lower levels of the organizational hierarchy a greater degree of competence.
Industrial Security
It is the action aimed at preventing accidents at work by studying and eliminating the causes that originate them.
If this action is permanent, the results will be progressive.
Awareness of industrial safety must be created throughout the organization.
Prevention work can be:
active: when carried out before the accident occurred.
passive: when measures are taken to avoid a repetition of the accident.
Accident is the sudden or unforeseen event that interrupts the orderly and methodical process of any activity.
The possible consequences of an accident are injury and loss.
Injury is the damage done to people.
Sinister is the loss of material resources.
Remunerations
Compensation administration
If the employee's skills have been adequately developed to the point where the requirements of the position are met or exceeded, then it is appropriate to reward him in the most equitable manner for his contributions.
The factors to determine fair compensation are varied and complex, management must determine the appropriate salary, recognize and motivate to improve performance through incentive systems and finally, some organizations use participation systems to provide a type of supplementary compensation.
Determining compensation is one of the most complex and significant functions of the Personnel Director.
In reality there is no way to define exactly and precisely the determination of the salary. There are some approaches through systems such as the evaluation of charges, but in any case this type of system still contains a high subjective component.
Significant factors that affect remuneration:
- Labor supply and demand:
While it is not correct to consider labor as a commodity, the truth is that the value of man's services is determined through wages.
There is a general trend that determines that as the labor supply increases, the level of wages decreases and as demand increases, that level increases.
- Professional Associations of Workers
The union aligns itself within the structure of economic relations alongside the labor supply.
Its objective is to represent employees and defend their rights against the employer.
- Company situation
Professional associations generally settle their demands for payment. However, many times this assumption is not verified in reality.
If most companies go through a difficult time, their ability to pay will be reduced and this will be reflected in lower demand and as a consequence, less compensation.
- Productivity
Productivity is the relationship that exists in a process between inputs and outputs.
The increase in productivity seeks to reduce the effects of inflation, by supporting the increase in the prices of productive factors with an increase in production.
- Cost of living
A technique commonly used to adjust salaries consists in the application of one of the price increase indices issued by official bodies.
- State intervention
This intervention occurs in different ways: laws that try to order and guide labor relations, setting a minimum wage, arbitration of labor disputes through different systems.
- Equity
Compensation will affect employee behavior and the employer wants basically two things: attract and retain staff and motivate them to increase their performance.
Equity exists when a person perceives that his effort is in balance with remuneration, both with respect to himself as well as with respect to other members of the organization.
Types of Remuneration
- Time Pay:
They are determined based on the time in which the worker is placed at the orders of the employer. In our country it is called Salary to the monthly payment made to the monthly worker and Salary or Jornal to the payment made to the worker who charges per hour of work or production.
- Production Remuneration
Also called by piece or piecework. The wage rate is calculated per piece produced. Sellers' commissions can be included within this type.
The system of remuneration for pure production is practically in disuse.
- Incentive Remuneration
It is a mixed system: it starts from a standard production base and those who exceed it receive a prize or incentive.
Incentive compensation
Compensation has two basic objectives to attract and retain staff within the organization and motivate them to achieve higher levels of performance.
The effect of motivation comes from the employee's appreciation of two factors: a- the value of money in relation to his needs b- the expectation that the correct behavior will originate a reward. The methods must be clear and have possible incentives to achieve so that the expectation does not diminish.
There is a high degree of complexity in establishing a target compensation system.
Evaluation of Charges
Its main objective is to obtain employee satisfaction in relation to the salary structure. Management wants the employee to agree that their compensation is fair or equitable, and they want it, given the motivation they arouse.
Position evaluation systems:
- Simple classification:
It is a recommended system for companies with a small number of personnel, due to its simplicity and low cost. Sorting is done. These descriptions are processed by an evaluation committee to place them according to an order of evaluation, ignoring the people who occupy said positions.
- Grading of charges:
The unit of measurement is the determination of classes of positions or degrees of the same. A scale of values is created for the positions and their descriptions are compared. The determination of the grades is based on the charges. The process consists of determining the degrees, and according to the descriptions corresponding to each one, distributing all the positions among the determined degrees. All the positions grouped in a grade have the same salary.
- Scoring system:
It is the most used system. The suggested procedure is as follows:
- selection of the characteristics of the position. b- construction of value measurement scales. c- evaluation of charges.
d- conducting an investigation on wages e- determining a wage structure
- Factor comparison system
This system is implemented according to the following steps:
- Selection of the position factors b- Selection of key positions Determination of payment rates for each key position Classification of the key positions under each of the factors in which the position is performed e- Evaluation of the other positions according to these scales
This system incorporates a type of charge-by-charge qualification. It is basically a refinement of the old system.
Effects of job evaluation on human relations
The evaluation of positions is a system with a high degree of reliability, although its definitive validity must be verified through trial and error regarding the impact that the salary structure produces on the satisfaction of employees' expectations.
Development tools
Vertical thinking:
selective
above all, the logical correctness of the chain of ideas is important, choose a path
selects the most promising approach to solving an analytical problem
is based on the sequence of ideas
each step must be correct, maintaining a logic
use negation to block forks and lateral deviations exclude what does not seem related to the topic
the categories, classifications and fixed labels, have a permanent character follows the most obvious paths most obvious approaches is a finite process
Lateral thinking:
creator
what is essential is the effectiveness of the conclusions itself does not select paths tries to follow all paths new approaches are sought and the possibilities of all of them provocative are explored
can make jumps. The steps do not have to follow a certain order. When a solution is reached, its validity does not depend on the success of the path followed
not accurate, provided the final conclusion is correct no path is rejected
even what appears completely unrelated to the subject is explored
they are not fixed, they change as the context changes as a response of the different approaches the less, it tends to follow the more spacious path
Probabilistic process does not necessarily guarantee an exit increases the odds of an insightful exit.
CHANGE
The environments within which organizations operate are increasingly dynamic. A structural transformation of the economic, competitive - social environment is taking place.
These profound modifications force the company to review its strategic options and redefine its priorities.
Human beings can experience these changes in two different ways: as a threat: it is a defensive reaction based on prejudice.
as an opportunity: prejudices are not used, but knowledge and an objective analysis of the change is carried out.
Technological changes
The growth rate of an economy is closely linked to the number of new technologies and the number of industries that these new technologies allow to create.
The historical analysis of the rate of appearance of invention and innovations shows that they tend to appear in waves, of a precise configuration and frequency, the waves of innovation succeeding the waves of inventions with a distance in time. The comparison and analysis of these three waves reveal the following facts
the sets of inventions and innovations are similar, in each wave the inventions are made innovations, according to the order of appearance.
the separation between waves is constant and of the order of 55 years for innovations and 63 years for inventions.
the time difference between the central points of inventions and innovations in each wave tends to decrease
the phases of inventions and innovations also tend to accelerate and develop in a shorter period
Economic changes
Observations on technological changes are all the more interesting insofar as they corroborate the existence of long economic movements as evidenced by various economists. In the 1990s we are experiencing the end of a growth cycle due to the maturity of the most important innovations that had led to their birth.
This passage from one cycle to another is discontinuous and translates into a transitory period of crisis, which can be fatal to all companies that have failed to adapt.
The current economic situation corresponds to a profound phenomenon caused, essentially, by the exhaustion of the effects of traditional technologies.
Competitive change
To the changes mentioned above, it is necessary to add the competitive changes resulting from the globalization of markets in a growing number of industrial sectors. This evolution has been made possible by technological progress, applied in this case to means of transport and communication. The elimination of distances has brought the world into a phase of planetary competition at the level of markets, products, costs and prices.
Socio-cultural change
The transformations were accompanied by socio-cultural changes that have led to a discussion of the classic marketing perspective. This evolution is reflected in the throne of two awareness that have been expressed in the consumer movement and in the ecological movement. Projection
Sometimes events or innovations convulse the world in such a way that they infiltrate and transform everyday life. It happened with the Industrial Revolution, wars, epidemics, the invention of the automobile. These are changes that cannot be foreseen.
Currently another type of change is taking place, a social upheaval that will transform the currents of opinion in society
Future trends:
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