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FACULTY OF BUSINESSEAP MANAGEMENT AND INTERNATIONAL BUSINESS

COURSE:ENGLISH FOR BUSINESS II

TEACHER:LAVANDERIPARRAGUIRRE, DINA ROCIO

TITLE:RECURSOS HUMANOS

CYCLE:VI

SECTION:01-1

BY:ZEVALLOS VARGAS, Jean Pierre.INOSTROZA GARCIA, Jonathan.

2013

DEDICATIONTo our parents because they are an example of perseverance and constancy that characterize them and we have always unfounded, by the value shown to succeed and his love. INDEX

INTRODUCTION......................................................................................................1CHAPTER 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT...21.1 HUMAN RESOURCE MANAGEMENT....21.2 FUNCTIONS AND ACTIVITIES IN HUMAN RESOURCE MANAGEMENT2-51.3 EXTERNAL AND INTERNAL TO THE MANAGEMENT.5-61.4 THE OBJECTIVES OF THE HUMAN RESOURCES MANAGEMENT.6-71.5 THE GROWING IMPORTANCE OF HUMAN RESOURCE MANAGEMENT.7-8CHAPTER 2: JOB ANALYSIS...92.2 CONCEPT..92.3 INFORMATION TO BE OBTAINED.9-102.4 ASSESSMENT OF POST10-11CHAPTER 3: HUMAN RESOURCES PLANNING..123.1 DEFINITION OF HUMAN RESOURCE PLANNING.123.2 STAGES OF HUMAN RESOURCE PLANNING123.3 FACTORS AFFECTING HUMAN RESOURCES PLANNING...12-13CHAPTER4: RECRUITMENT.....................144.1 RECRUITMENT PROCESS.............................................................................15CHAPTER 5: SELECTION..165.1 SELECTION PROCESS..16-175.2 SELECTION CRITERIA.185.3 CRITERIA REQUIREMENTS...195.4 TYPES OF TESTS OR TEST...205.5 SELECTION INTERVIEWS...21CHAPTER 6: ORIENTATION OR INDUCTION226.1 OBJECTIVES OF THE GUIDANCE.226.2 WHO DOES THE GUIDANCE..23Conclusions.24Recommendations.25REFERENCES...26

INTRODUCTION

The human resource development is a planned and continuous effort of management to achieve higher levels of employee competence and organizational performance through training programs, personal development and organizational development. Proper planning, development and evaluation of human resources, is an effective method to address several of the challenges that test the ability of modern organizations.

It is therefore necessary to carry out a demanding and rigorous management of Human Resources in order to ensure that businesses meet the business strategy and the competitiveness of the same.

Manpower planning is identified either with planning template, or when trying to designate the restructuring of the existing templates, or perhaps alludes to a kind of jobs program that allows managers the knowledge of future needs to fill vacancies that are to be produced.

Chapter 1INTRODUCTION TO HUMAN RESOURCE MANAGEMENT1.1. HUMAN RESOURCE MANAGEMENTThe Human Resource Management is the administrative process applied to the enhancement and conservation of effort, experience, health, knowledge, skills, etc.., Members of the organization, for the benefit of the individual, the organization and the country in general.It is the process of helping employees achieves a level of performance and quality of personal and social behavior that meets your needs.

1.2. Functions and activities in human resource management The human resource management has several functions and activities. Small businesses do not need a complicated human resource management, but necessarily must know its main functions and activities so enabling them to manage their staff.

The human resource management in firms and organizations is structured based on the following functions:a) The human resource planning.b) Analysis jobs.c) Coverage human resource needs of the organization.d) The rise and development of individual potential.e) The performance evaluation of employees.f) The remuneration of employees.g) The management of health and safety at work.

a) The human resource planning.-Looking for identifying needs, both quantitative and qualitative personnel, based on the objectives and the strategy that has established the company or organization for a specified time horizon and to know if the availability of human resources to meet those needs.This function is considered essential for the management of human resources, as the information provided serves as starting points for the implementation of other activities, such as the following:

Establish how many employees and that classes will be required. Define as employees get through external recruitment, transfer or promotion. Specify the training needs to be the organization.

b) Analysis jobs.This analysis is known as its content, which means it is done, as is done and why it is done, as the most important requirements for proper implementation.

This is the second basic process is directly related to the recruitment, selection, training, careers, job evaluation and pay.

c) Coverage human resource needs of the organization.After determining human resource needs and its links with the overall strategy of the company, should be covered jobs.

Staffing is recruiting applicants for a job, select the most suitable candidates and guide them and assign them to different positions. Recruiting is a human resources function extremely important for the company.

Whatever selection procedure should result in the fit between the candidate's ability and skills required for the job.

d) The rise and development of individual potential.In recent years, the areas that have increased the interest of human resource management are the training and development and management and career planning.

Implement training and development programs for employees to improve their skills and increase their performance and grow, are issues of concern for businesses.

Many companies use the training and development activities as one of the most important strategies to remain competitive.

e) The performance evaluation of employees.Despite the existence of people who do not like to measure your performance, monitoring and evaluation are critical important to know and keep track of employee contributions.

The monitoring and evaluation to make decisions relating to promotion, transfer, training, compensation and recognition of individual differences.

f) The remuneration of employees.The staff remuneration is calculated based on the value of the job, their personal contributions and performance.

While performance-based rewards can increase employee motivation at work, there are other rewards that are offered simply by the fact of being part of the organization.

The remuneration system of the organization or enterprise has a major impact on both the attractiveness of people and in their retention.

g) The management of health and safety at work.Companies should worry about the health of their employees and their safety due to the benefits of having a healthy workforce.

Although the current interest is mainly focused on the effects of occupational accidents and diseases, are also beginning to see signs of interest in social risk factors and psychological.

On the other hand the functions and activities related to human resource management are linked to the objectives of the same.

1.3. External and internal to the managementThe human resource management before being considered as a separate function must be seen as a component of a system, so that its development is subject to a number of restrictions or conditions that come both from outside the company and its inside. 1.3.1. Internal Constraints to managementAmong the internal conditions are:a) Senior management: determines the importance and direction of human resource management in the company.b) Strategy: indicates the path to be followed by the function that takes the worker, means that the results will emphasize short or long term thereby requiring employee creativity or efficiency in the application of established methods.c) Structure: is one that affects every one of the departments of the company, which determines the responsibility and authority among the staff working in them.d) Technology: influences the design of the jobs in the organization of flows, in the skills and knowledge required to work and supervision needs are.e) Culture: is another important factor therefore be emphasized in respect to the worker, to ensure the safety at work, in social service delivery, accordingly determine the performance or nonperformance of such practices as may be education, training and career development.f) Size: There is a direct relationship between this and the importance of human resources management in enterprises, so that the larger the lower the external dependence on system design issues such as pay, training, assessment and career development, among others.

1.3.2. External Constraints to managementIn this sense external influences are divided into economic and demographic characteristics:a) Economics: are based on a broad sense, national, local and even international, has an impact on the development of human resources.b) Demographic: based on the behavior of human resources, an issue which currently has a significance which is in a situation colored by the growth of a majority population, which otherwise increases their life expectancy, and moreover the decrease in the number of working age people, becoming critical recruiting availability not pleasant places, which occupy increasingly immigrants.

1.4. The objectives of the Human Resources ManagementThe objectives of the Human Resource Management can be categorized into the following:a) Corporate Objectives. - Administration of Human Resources basic aims contribute to successful business or corporation.b) Functional Objectives. - Keep the contribution of human resources department at a level appropriate to the needs of the organization, is a top priority.c) Social Objectives. - Must respond ethically and socially to the challenges of society in general and minimize tensi