Idiomas
Páginas
Jurídico
FACULTY OF BUSINESSEAP MANAGEMENT AND INTERNATIONAL BUSINESS
COURSE:ENGLISH FOR BUSINESS II
TEACHER:LAVANDER IPARRAGUIRRE, DINA ROCIO
TITLE:RECURSOS HUMANOS
CYCLE:VI
SECTION:01-1
BY:ZEVALLOS VARGAS, Jean Pierre.INOSTROZA GARCIA, Jonathan.
2013
DEDICATION
To 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......................................................................................................1
CHAPTER 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT……...2
1.1HUMAN RESOURCE MANAGEMENT…………………………………………....2
1.2 FUNCTIONS AND ACTIVITIES IN HUMAN RESOURCE MANAGEMENT…2-5
1.3 EXTERNAL AND INTERNAL TO THE MANAGEMENT……………………….5-6
1.4 THE OBJECTIVES OF THE HUMAN RESOURCES MANAGEMENT……….6-7
1.5 THE GROWING IMPORTANCE OF HUMAN RESOURCE MANAGEMENT.7-8
CHAPTER 2: JOB ANALYSIS…………………………………………………………...9
2.2 CONCEPT……………………………………………………………………………..9
2.3 INFORMATION TO BE OBTAINED…………………………………………….9-10
2.4 ASSESSMENT OF POST………………………………………………………10-11
CHAPTER 3: HUMAN RESOURCES PLANNING…………………………………..12
3.1 DEFINITION OF HUMAN RESOURCE PLANNING…………………………….12
3.2 STAGES OF HUMAN RESOURCE PLANNING…………………………………12
3.3 FACTORS AFFECTING HUMAN RESOURCES PLANNING……………...12-13
CHAPTER4: RECRUITMENT…………………………….………………....................14
4.1 RECRUITMENT PROCESS.............................................................................15
CHAPTER 5: SELECTION……………………………………………………………..16
5.1 SELECTION PROCESS………………………………………………………..16-17
5.2 SELECTION CRITERIA…………………………………………………………….18
5.3 CRITERIA REQUIREMENTS…………………………………………..…….……19
5.4 TYPES OF TESTS OR TEST……………………………………………………...20
5.5 SELECTION INTERVIEWS………………………………………………………...21
CHAPTER 6: ORIENTATION OR INDUCTION………………………………………22
6.1 OBJECTIVES OF THE GUIDANCE……………………………………………….22
6.2 WHO DOES THE GUIDANCE……………………………………………………..23
CONCLUSIONS………………………………………………………………………….24
RECOMMENDATIONS………………………………………………………………….25
REFERENCES…………………………………………………………………………...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.
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CHAPTER 1
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
1.1. 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.
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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.
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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.
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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 management
Among 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.
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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 management
In 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:
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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 tensions or negative
demands that society can have on the organization.
d) Personal Goals. - Each of the members of the organization aims to
achieve certain personal goals legitimate. To the extent that achieving
these goals will contribute to the common goal of achieving the goals of
the organization, the human resources department recognizes that one
of its functions is to support the aspirations of those who make up the
company.
As for the long-term objectives of trying to get the profitability and
competitiveness of the company over time. If the survival nonprofit or be
able to do the same with less.
1.5. THE GROWING IMPORTANCE OF HUMAN RESOURCE MANAGEMENTThe need for the company to be more competitive in a global environment
characterized by strong dynamism and complexity it takes to compete look
for new weapons , new factors on which to base their competitiveness. But
the relative ease to mimic the technological, commercial, financial ... make
the human component becomes a source of competitive advantage, the key
element on which to base business differentiation .
Changes in labor relations that are drawn in new structures be characterized
by flatter, which expands the information and power is distributed. And all in
favor of greater flexibility and ability to adapt to continuously changing
environment. The human factor is key to the flexibility of the company.
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The significant social, cultural and education have a direct impact on
companies, which are a more educated staff, with new values ... posed new
demands and new challenges to the organization. Working relationships are
also affected.
One of the most important concerns of the companies is to contain HR
costs. To do HR departments tend to design compensation systems in
which the variable part is increasingly important. Can also influence the cost
by reducing accidents, reducing absenteeism, error rate, etc.
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CHAPTER 2
JOB ANALYSIS
2.2. CONCEPT It is called job analysis or job, the process of study, research and
identification of all components of the job, from duties, responsibilities and
functions to establishing capacity requirements demanded by its successful
implementation.
"The job analysis is defined as the process by which it determines the
relevant information on a specific job, through observation and study. It is
the determination of the tasks that make up a job and the skills, knowledge,
abilities and responsibilities required of the employee for proper exercise
and that differentiate the work of all others. "
2.3. INFORMATION TO BE OBTAINEDThe information needed to carry out an effective job analysis are divided into
(4) the following:
a) Identification and type of post.-
Staff analyst must identify the position and locate your departmental and
geographic location. Should define the type of work, if applicable to
skilled labor in the area of professional or technical college, or manual or
semi-skilled work, or general administration. At this stage it is
determined whether the appointment title matches the specified
function.
b) Job Description
It's about getting information related to specific work has marked the
position and physical exertion and / or mental condition to perform the
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work required. The job description should provide data to determine how
the job runs.
A job description duly drawn facilitates the analysis phase. When the
opposite happens, the job analysis proves the most complex and difficult
of the entire description and valuation process.
c) Capacity requirements
The job analysis to assess the different job tasks and determine their
level of complexity and difficulty, will define requirements for capacity
and experience necessary to effectively perform the job.
d) Other requirements
A thorough job analysis should seek to obtain other information, such
as:
Supervision exercised or received
Degree of discretion in making decisions.
Responsibility of the position.
Public Relations.
Working conditions.
Risk of work.
Training required.
2.4. ASSESSMENT OF POST.This process is closely linked to job analysis and tries to justify the actual
value of the charge of an institution to grant adequate compensation to the
complexities and difficulties of carrying out their tasks.
The assessment of post offers policy and decision-making levels of the
organization, and consistent scientific evidence to make a fair return policy.
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The methods most widely used to assess distribution and positions are as
follows:
Method of range. - It consists in ordering the jobs according to their
importance, starting with the simplest to the most complex and difficult in
their duties and responsibilities. The post is not divided into factors, but
is considered as a whole and as such is compared with others for may
determine their hierarchy.
Classification Method. - It is based on a definition developed by school
staff analyst, allowing positions are classified and grouped according to
the specifications of difficulty, complexity, experience and suitability
default.
Factor Comparison Method. - Is the identification and definition of
evaluation factors, which are subdivided into levels with corresponding
monetary value.
Method of points. - It is the most used in both public and private
organizations. Is the study of the component parts of the post to classify
according to the accumulation of points factor.
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CHAPTER 3
HUMAN RESOURCES PLANNING
3.1. DEFINITION OF HUMAN RESOURCE PLANNINGThe process allows the organization to have the right number of people, in
the right place at the right time with the right skills in order to perform the
tasks of production and / or services, helping it to achieve its strategic
objectives. Planning involves foresee (see the future), also involves
reference to a desired future and establish corrective action if the real will
not coincide with the desired.
3.2. STAGES OF HUMAN RESOURCE PLANNINGa) To determine the impact of the objectives of the organization in different
organizational units.
b) Define the skills, knowledge and total number of employees to achieve
organizational goals.
c) Determine additional human resource needs in light of current human
resource of the organization.
d) Development of action plans.
3.3. FACTORS AFFECTING HUMAN RESOURCES PLANNING.a) Business Plans. - Sales forecasts attempt to anticipate economic
changes in manufacturing activities, and this has a direct influence on
the planning, as well as predictions on inflation, wages, costs, supplies,
raw materials.
b) Expansion and growth. - Most companies want to grow and so should
be prepared and planned expansion.
c) Changes in the structure and design. - The passage of time and the
creation of new technologies make it essential that companies adjust
their structures.
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d) Organizational Culture. - Decisive influence on the future of a business ,
in fact, is the key to planning the future of the company.
e) The government's role evidently affects business planning. - Labor law,
tax and economic require adaptive changes to businesses.
f) The role of trade unions. - All planning must take into account the role of
unions and their evolution.
g) The combination of human and production capabilities. - The planning of
the company is the result of changes in the amount or the type of
product or service provided. This requires technological changes
involving human resource adjustments.
h) International Competitiveness. - It is one of the main reasons why
companies have started planning.
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CHAPTER 4
RECRUITMENT
Recruitment can be defined as a set of procedures used in order to attract a
sufficient number of suitable candidates for a specific position in a specific
organization (Bretons and Rodriguez, 2008).
Basically it is an information system, through which the organization provides
market reports and human resources employment opportunities are to be filled.
The recruitment process begins with the search for candidates and ends when
receiving job applications. This process allows applicants to acquire a set of
working, which new employees will be selected later.
The process of attracting individuals on a timely basis, in sufficient numbers and
with appropriate skills and encourage them to apply for jobs in an organization.
An important issue in recruiting is to specify the number of necessary and
sufficient. This number can not be a precise and exact amount but will be
conditioned by the local market supply detecting whether there are potential job
candidates in our own surroundings and in that niche would be located.
Personnel departments are usually responsible for the recruitment function in most
companies. Recruitment methods are varied, in fact, recruiters from nearly all
countries are subject to legal structures that show different aspects. The only
universal standard in this field is that career success for recruiters must act
ethically and objectively.
The recruiter begins its work identifying vacancies that exist in the company by
human resource planning or specific request online managers.
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4.1 RECRUITMENT PROCESS
There are many recruitment techniques we can use in order to attract candidates
to our job. These can be grouped basically into two types or sources of
recruitment: internal and external.
4.1.1 INTERNAL
The recruitment is internal when the particular vacancy occur, the company tries to
fill by relocating employees, which can be promoted or transferred with promotion
or for their skills .
Its advantages are several, among which we can mention the economy, both in
time and money. In addition, the successful candidate will have a greater
knowledge about the company, its culture, its rules (formal and informal), which will
affect some minor adaptation times against the inclusion of people outside the
company. With internal recruitment, in addition, the organization will use different
training actions with their workers, optimizing the investment made for the purpose.
But above all, the internal recruitment has positive effects on the motivation of
employees, improving the general climate of the group (Diaz and Rodriguez,
2003).
Furthermore, we can not always have appropriate profiles for selection of certain
posts. In this case, it may be an illusion to believe that a good worker will also be a
good boss, so it will promote for this post.
4.1.2 EXTERNAL
External recruitment is when the particular vacancy exist, an organization attempts
to fill it with people or external candidates attracted recruiting techniques.
The advantages of the process that brings focus on innovation and change to the
company in addition to training leverage investments they have made other
companies, but, however, involves more time, an increase in the cost.
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CHAPTER 5
SELECTION
It is the process by which a company chooses from a list of candidates to the
person or persons who best meet the selection criteria for the position available,
considering the internal and environmental conditions.
As recruitment attempts to obtain the largest number of potential applicants who
meet the requirements set by the company, is applying different selection
processes to be succeeding in reducing the number of applicants, eliminating
those that do not adequately meet the selection criteria. In this process - 'screening
' in language - selection criteria are applied first lower cost, as there are more
candidates.
For those left end more expensive. For example, in a first step, select the resume
or job applications that effectively meet the requirements (profession, experience,
age, etc.) However, if the company wants to do medical examinations of
applicants, this will be done in the final stages, due to their higher cost.
5.1 SELECTION PROCESS
Selection involves assessing applicants in various aspects or dimensions, some
very objective, specific, measurable, and other abstract of judgment and
appreciation. Also, it can be stated that there is no standardized procedure
selection. Even within the same company will often use different forms of selection.
The higher levels are more complete and rigorous. As an example, one can point a
fairly representative:
Curriculum and / or job application
Initial interview , Human Resources Unit
Tests or tests
Vetting
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Preliminary Selection , Human Resources Unit
Interviews line ( potential supervisors)
medical examinations
Final selection made by the line (sometimes, in coordination with Human
Resources)
Engagement
In each stage is decreasing the number of candidates. Typically, HR is doing the
screening to determine who will be sent to the heads of areas or immediate
supervisors of the person seeking positions, for final selection. This decision must
be taken by the line, which is very important to be able to make it technically well.
The final steps of the selection are coordinated with Human Resources, which
controls aspects such as salary scales and benefits.
In relation to the background check is worth emphasizing that generally is not done
when the selection is made by a consulting firm, unless expressly agreed by the
parties. Therefore, it is the responsibility of the company to perform this task.
Verification can include aspects such as effectiveness of the work performed by
the applicant in other organizations. This can be easy and reliable. However, if the
verification includes recommendations, they should be more cautious, and that for
various reasons, the giver, may be biased in its recommendation concerning an
applicant.
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5.2 SELECTION CRITERIA
The selection criteria are included in the above mentioned steps can be many and
varied, but can be summarized as follows:
a) Formal education: It can be tempted to prefer more or less. The important
thing is to establish the real needs for the position (possibly thinking of a
potential for future development). Some companies prefer certain other
educational institutions, or require certain averages, or final location in the
studies (eg, top 25% of the course) .
b) Experience: For a company, the place where the applicant has acquired
work experience will be more or less attractive. Experience will be preferred
in organizations concerned with the training of its staff and recognized good
work procedures.
c) Physical characteristics: They must be work-related, and may be referred
to, for example, psycho -motor coordination, sight, strength, etc. All these
features can be tested.
d) Personal characteristics and personality types: This set of criteria is like
a black box, which in turn includes various factors, some of which may have
high subjectivity. For example, a company may prefer married people. The
experience of many companies shows that married salespeople sell more,
generate more commissions than singles. This is associated with that
having, usually, more economic responsibilities, makes them more
motivated, aggressive and push their sales tasks.
Regarding personality traits, are often preferred extraverts, especially when their
work relates to public or customer care, in which a good interpersonal relationship
will be an important success factor.
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5.3 CRITERIA REQUIREMENTS
The recruitment criteria must satisfy two criteria:
reliability
validity
The RELIABILITY refers to the consistency of the results it delivers. For example, if
the application of intelligence tests more than once to the same person, you get an
IQ (intelligence quotient) similar. Checking the reliability of a test is a task that, in
practice, a company rarely made in a selection process, relying on expert opinion
or scholarly research. It can be done, however, a) by the aforementioned re-test , b
) using alternative methods should lead to the same conclusions , and c ) split test
procedures : if reliable , should have high correlation between both parties.
The Validity is "the degree to which inferences evaluations or test scores are
justified or supported by the evidence” (APA, American Psychological Association).
The issue relates to the relationship or ranking scores obtained in a test, and
success in the work in question. A valid test is a good indicator or predictor of
success. In other words, a valid test measures what it claims to measure.
To determine the validity there are three methods which are not completely
independent of each other:
a) Criteria -Related Validity: The evidence consists of a demonstration of a
statistically significant relationship between the selection procedure
(definition of predictors) and one or more relevant performance measures at
work (definition of criteria). Predictor variables should be selected on logical,
theoretical or empirical. In turn, the criteria should be representative of
behavior or significant results at work.
b) Content Validity: It refers to the correspondence between the measured
behavior in test and work. Generally limited to simple tests of skill, skill, skill.
For example, typing to a secretary whose job includes word processor.
c) Construct Validity or Abstraction features: ' Relationship, demonstrated
between hypothetical constructs underlying traits or behavioral inferred, and
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a set of measurements related to these constructs ' (APA, American
Psychological Association). For example, ' numerical aptitude measure ', '
measure intelligence ‘, etc. .
d) Validation studies have a practical purpose: and help the organization to
refute any charges of discrimination in some countries is of high stringency.
Help to choose instruments that allow better selection decisions aimed at
better performance and higher productivity.
5.4 TYPES OF TESTS OR TEST.
In general, we can identify six broad categories. In each there are multiple
instruments developed and validated by universities, consulting firms and
professional associations, among others. Their use, and the mixture required to
achieve certain levels of predictability, is the task of expert psychologists must
advise in this part of the process. Many companies are tempted to apply on their
own or test evidence, which by their general knowledge or popularity have become
easily accessible and who’s indiscriminate or out of proper context, can
significantly alter the outcome of a selection process.
The main categories of test are:
a) Testing expertise, skill, achievement, or knowledge. They are generally
referred to sensory testing related post.
b) Tests of aptitude or potential. Measures the ability to learn. It includes, for
example, spatial perception, mechanical, linguistic, musical, academic,
motor coordination, etc. .
c) Tests of mental ability or intelligence. It can be considered as a sub -
category of aptitude test. It is usually referred to the capabilities of a person
in relation to the management and use of words, numbers, logical reasoning
and spatial relationships.
d) Personality measurements. Trying to build the profile of the attitudes,
behavior, and habits of a person.
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e) Physical capacity. It refers to physical traits needed for the job. For
example, strength, physical balance, reactivity.
f) Measurement of interest. These tests attempt to measure what a person
likes or dislikes. The answers help build a profile to estimate the satisfaction
of a person in a job.
5.5 SELECTION INTERVIEWS
The most common tool used in the selection process is the interview. It allows the
possibility to personally know the candidate, ask questions in a different way to
test, answer questions , make judgments about the candidate and assess
subjective aspects that enable an overview about the person.
Initial research on the validity and reliability interviews gave very low scores.
However, recent studies have shown that well implemented, are an effective and
irreplaceable in a selection process.
One author defines the interview as a conversation with a purpose.
The purposes of the interview are actually multiple.
First, it seeks to elect or select the best candidates, based on the information the
interviewer sought.
Second, is a means of public relations. The applicant, outside the company has in
the interview the principal means of knowing. Do not forget that applicants are
usually several and only one or very few will be hired. It is important to give an
image of the company, in terms of ethics, fair treatment and professionalism.
Third, is a media and important information regarding the business aspects, work,
wages, etc., which, until then, you may not have been entirely clear.
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CHAPTER 6
ORIENTATION OR INDUCTION
It is considered a minor activity within the activities of staff, and there is little
scientific research about it. The emphasis given to the orientation is very different
according to each company. Organizations that want to develop a very distinctive
culture or have a strong organizational culture, give much importance to what
might be called socialization of newcomers in these businesses, are people who
generally do input charges.
The orientation, induction, or socialization - terms that can be used as synonyms,
refer to Personal activity that introduces a new employee to the company, their
tasks and their managers and their workgroup.
A formal orientation program generally covers the following aspects :
History of the company and its general policies.
Description of products and services of the company.
Company organization.
Personnel policies and practices.
Standards and safety measures.
Salaries, benefits and services provided by the company and work routines.
6.1 OBJECTIVES OF THE GUIDANCE.
a) Reduce Start-Up Costs. - The new employee does not know their job and
are not familiar with the organization, which naturally makes it less efficient
than experienced employees, at least for a while. A good guidance will
reduce these costs and help the new employee reach the required
standards faster.
b) Reduce Anxiety Level New Employee. - The fear of failure makes new
employee, anxiety, acting in a more insecure than under normal conditions.
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c) Reduce turnover. - Research shows that the rotation of personnel with less
to one or two arcs is much higher than other staff, with more seniority. There
is also good evidence that dramatically reduces the rotational orientation of
new staff.
6.2 WHO DOES THE GUIDANCE?
Generally, it is a joint effort of the staff area (who does a program sometimes
defined in a standard form “checklist “to avoid any appearance that remains
forgotten), the line represented by the immediate supervisor and co-workers of the
new employee. Personal area cares about the broader issues relating to the
company, policies and regulations, and the line (supervisor and co-workers) is
concerned with formal guidance in relation to the task itself.
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CONCLUSIONS
The Human Resources Administration seeks permeate human resources to
the production process of the company, making the latter more effective as
a result of the selection and recruitment of the best talent available
depending on the exercise of an excellent work of these. As well as
maximizing the quality of the production process depends similarly on the
training of human elements for stronger reason their knowledge.
We conclude that cornerstones of business success are the people, but not
people alone but with the support and management of good leadership in
the area of Human Resources. This area should be integrated into the
organization as a fundamental pillar, which will bring to all other areas with
tools for efficient management of Human Resources.
We refer to the Human Resources department analyzed from a strategic
business perspective, since a strategy implemented by the company is to
achieve competitive advantages over the other, but not only in the provision
of services or in the production of their products, but also will achieve a
competitive advantage by getting a staff committed to the objectives of the
company, and whether it is of high quality because it is well managed, the
company will achieve its objectives, thus achieving high productivity and
competition thereby increase the added value of the company.
Finally, an aspect not found anywhere analyzed Internet was the impact on
unclassified applicants not knowing what was the reason for the rejection. It
was felt that this aspect would be an interesting area of research, as it could
be highly frustrating for them, for the implications it has, especially by
involving personality and intelligence test.
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RECOMMENDATIONS
Divide each of the areas that make up a department of this category, giving
its essential function to each of its members, that is, complete the areas
they are needed as training, compensation, benefits, and separate those
that are linked as recruitment and selection.
Human resources departments tend not to be dispersed geographically and
its structure is usually simple, so the associated change management
outsourcing usually involves no special problems. Usually this type of
transformation is often a consequence of the need for any other changes in
the business emerged as a need to migrate to another information system,
incorporating professional management changes, etc.. Knowing the main
reasons for change will play a very important role to achieve a smooth
transition, as this always brings a vision controlled reasonable grounds to
global understanding.
The art of finding and selecting good employee’s organizational commitment
required by the company. Hiring fast and hiring well not produce the same
results. Take a step back, review the practice you have on recruitment and
personnel search and then compare them with those strategies.
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REFERENCES
1. Chiavenato, I.: Administración en los nuevos tiempos. Ed. McGraw Hill, 3ª
edición, México, 2002.
2. Arias, G.: Administración de recursos humanos. Ed. Trillas, 5ª edición,
México, 2002.
3. Alles, M.: Dirección estratégica de Recursos Humanos. Casos. Ed. Granica,
1ª edición, Argentina, 2000.
4. Bretones, F. D. y Rodríguez, A. (2008). Reclutamiento y selección de
personal y acogida. En M. A Mañas y A. Delgado, Recursos Humanos.
Madrid: Pirámide. pp. 101-134.
5. Díaz Bretones, F. y Rodríguez Fernández, A. (2003). Selección y formación
de personal. Granada: Editorial de la Universidad de Granada.
6. Díaz Bretones, F. y Rodríguez Fernández, A. (2005). Selección de
personal. En F. Naranjo (dir) “La función directiva en las Administraciones
Públicas”. Tomo III volumen 2. Sevilla: Instituto Andaluz de la
Administración Pública.
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