HR Management: Functions, Objectives, and Influences
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Functions and Activities in HR Management
1. Human Resource Planning
Determines quantitative and qualitative staffing needs based on the organization's objectives and strategy within a given time horizon. It is a crucial aspect of HR management, although it has only recently been incorporated.
2. Job Analysis
Essential for understanding the substance of a job and the requirements to perform it effectively.
3. HR Coverage Requirements
- Recruit and select the best-suited candidates and guide them to the appropriate jobs.
- This applies to both internal and external candidates.
- A larger applicant pool allows for more selective hiring.
- The selection process typically involves interviews, resume reviews, and conduct tests.
4. Increasing Human Potential and Individual Development
- Focuses on education and training to improve employee skills.
- Due to the cost of staff turnover, it helps employees chart their career paths. Training is one of the most important strategies for maintaining competitiveness.
5. Assessment of Employee Attitudes
Keeping track of employees for promotions, transfers, training, and compensation.
6. Salaries and Employee Motivation
This is based on the value of the job, individual contributions, and performance.
7. Management of Health and Safety at Work
Caring for employee health and safety through effective programs aimed at preventing risks.
8. Strategic Management of HR
It is essential to understand the strengths and weaknesses of the human component when deciding on courses of action.
HR Management Objectives
Explicit
- Attracting qualified candidates.
- Retaining desired employees.
- Motivating employees.
- Helping employees develop and believe in the organization.
Implicit
- Productivity: Achieving objectives with the same resources.
- Quality of work life: Providing good working conditions to motivate and increase staff satisfaction.
- Compliance: Addressing regulations related to compensation, selection, health, and safety.
Long-Term Objectives
- Growing the company's value.
- Enhancing competitiveness.
- Increasing profitability.
Conditioning Factors: External and Internal Influences on HR
Internal Influences
Support from Top Management: Determines the importance of HR management. It will determine whether HR is reactive or proactive. The support of top management is reflected in the status given to those responsible for HR.
Strategy: Determines the general characteristics that the organization requires of its employees. It influences the skills, expertise, and specific abilities needed.
Culture: Represents the organization's value system. Influenced by top management, it determines work values, ethics, and how people are treated. It plays a key role in employee behavior. Contradictions between values should be avoided, and what is rewarded should be highlighted.
Technology and Structure:
- Technology: Equipment and knowledge used to produce goods and services. Issues like quality and productivity have led to questioning traditional technologies in favor of new forms.
- Organizational structure is becoming less hierarchical, with work performed by groups and processes rather than individuals. This leads to a flattened hierarchy, reduced costs, and improved quality.
Size: The larger the organization, the greater the inflexibility. Smaller companies may outsource their HR departments.
External Influences
The Economy:
- Strong economy: Low unemployment, high wages, focus on retaining key employees.
- Weak economy: Decreased need for employee improvement.
International Competition:
- Free trade agreements require companies to be competitive.
- Globalization of markets has led to the development of International HR Management.
Trends in the 21st Century
- Managing employee reductions, mergers, and acquisitions (clarifying risks, reducing adverse effects).
- Increased strategic participation: Presence of a strategic committee responsible for HR, with hierarchical dependence on the general director.
- The performance of HR activities depends on the employee and the strategic decisions of top management regarding goals and objectives.
- Increased involvement of direct line managers: New heads delegate control to the line.
- New priorities in management and HR activities.