Management practices for human resources focused on work in the organization

This topic introduces you to modern practices of human resource management, which are focused on labor and work organization in the company.

Their “value” for the company’s employees, managers, consumers, and investors is very high, and in no case should the role of the management practices that deliver it be underestimated.

The main message

How good the organization of work in the company depends on the extent to which the structure of the company, positions, and job descriptions contribute to the implementation of business goals (strategy).

Popular management practices such as “company structure design”, “job design”, “job analysis”, etc., contribute to the achievement of business goals.

Key concepts

Organization Structure, Structure Design, Position, Role, Group Work, Teamwork, Job Description, Job Analysis ”.

Basic questions

Labor-oriented management practices. Structure design. Job design. Job description. Labor analysis.

What you need to be able to do after learning this topic:

To be able to define the key concepts in the topic:

To be able to describe the “value” of management practices for human resources focused on work in the company; Reference: Value-added human resources management, https://wikipedia-lab.org/value-added-human-resources-management/

Be able to compare “position”, “role”, “group work” and “teamwork” as opportunities for work organization;

To be able to explain the path of design and analysis of the position;

To be able to use your knowledge for job description and job analysis in various practical situations.

Labor-oriented management practices

“The organization of work is very important to us!” – This is a cue that managers always use when it comes to product quality or meeting the company’s goals.

In some companies, the organization of work is subject to good governance. In other companies, the organization of work is referred to as “a problem that exists”, but this problem has long remained without a competent management solution.

“Organization of work” or “organization of work” is a result of the structure of the company, of the positions and the way they are organized, of whether the company conducts an annual review (analysis or audit) of the structure and positions to problems resolved promptly.

There are three groups of management practices for human resources that focus on the organization of labor: (1) design of the structure of the organization; (2) job design and job analysis; (3) creating and maintaining favorable physical working conditions. All three management practices add value to both consumers and employees, managers and investors.

In the text below you will learn about two management practices.

Structure design

“Structure of the organization” is an abstract concept – no one sees the structure of a company, but sees and feels what is the “state of affairs” there.

Positions and departments are just one aspect of the structure. Other aspects of it are the tasks we work on, the number of employees in the departments, which are managed by one manager, and the interactive connections between the employees and others. Reference: “For HR managers: Determining employee remuneration”, https://stc-montreal.org/for-hr-managers-determining-employee-remuneration/

The structure of the organization is the sustainable and constantly renewed form of activity (work) of the organization.

It is a tool for achieving the goals of the organization. One of the reasons why business goals are not met is the inappropriate structure.

The decision-making process, as well as the actions for building a structure, are called “structure design”, or “structure design”.

Here are the decisions that are made when designing the structure of the company: (1) Who will do what work (task)? (2) How exactly will the work (task) be performed? (3) Where, in what specific conditions should this take place?

Job design

There are several important concepts related to job design – these are “position” and “role”.

The position is a network of tasks that have a specific purpose – to constantly create the same result. Reference: https://phron.org/for-hr-managers-buying-and-retaining-talented-employees/

The role refers to some part of the general activity in the company, which is assigned to a specific employee.

It is common practice to set (indicate) the expectations or results that the employee should achieve, instead of specific tasks to work on. The role is about the individual, not the work he will do.

Job design is the process of making decisions about the content of the job and the organization of its inherent tasks.

First, we determine why (in the name of what) we create and maintain a position in the company and what we expect to give us the result. Then, we determine what are the activities (works) that will be performed in this position.

Then, we define the tasks, trying to keep them verbally specific and clear. We consider what will be the relationships with other positions (coordination, hierarchical relationships).

Finally, we determine who should perform these tasks (the employee who works in this position) to be able to successfully handle the tasks. Reference: “Management practices for human resources aimed at performing tasks“, https://ossalumni.org/management-practices-for-human-resources-aimed-at-performing-tasks/

Role design is the process of deciding what the role (contribution) of a particular employee is and in particular what the expectations are for its results.

In addition to positions and roles, companies organize the work process through “group work” and “teamwork”.

When the employee works in a group, it means that he performs his tasks. However, they are modeled according to a specific group task (goal), “lowered” in front of the whole department.

This most often happens in sales departments. Each employee receives a “piece” of the overall task, namely to achieve a specific sales volume. The results of all employees, combined, give the total sales of the entire department.

Teamwork is radically different from group work. Companies are not obliged to work at all times on a team basis. There must be very bright and strong reasons for introducing teamwork.

For example, when the company has a serious lag in the indicators of organizational efficiency (profit, customer satisfaction, employee satisfaction, etc.), or when faced with strong competitive pressure or sharp changes in the market. Reference: Analysis of the work of employees in the organization, https://customer-service-us.com/analysis-of-the-work-of-employees-in-the-organization/

The team receives a common task and all participants perform this common task together, although each participant has a different contribution to it. Teamwork does not preclude work on individual tasks. In this case, it is imperative to have clarity.

Job description

This is a written document describing the position. Each job description is unique because it applies to a specific job and a specific company. The use of “ready-made” job descriptions, or borrowing, is a typical manifestation of managerial illiteracy.

The only thing that can be used is the way of structuring (arranging the text) the job description.

A job description is a key tool in management practices for “buying”, “building”, and “evaluating and rewarding” employees. That is why it must be very precise, specific, and clear.

Do not use “ready-made” job descriptions from the Internet, or from your acquaintances who work in other companies – you will not have any benefit from “borrowing” other people’s job descriptions!

Labor analysis

Labor analysis or job audit is a management practice by which managers make a “review” of positions. The aim is to gather enough information to reveal how effective and “working” the posts are, ie. how much they help to achieve the company’s business goals.

The collection of information about the position is done with the help of (1) questionnaires;
(2) interviews (with the employee, with his colleagues, with the manager who directly manages the work of the employee); (3) specially compiled lists (checklists), which review the tasks, results, technology of tasks; work monitoring; (4) description of the employee’s position.

The more information gathering techniques used, the easier it is to identify the shortcomings of the job, as well as the possibilities for its new design. If adjustments need to be made in one post, changes should be made which will inevitably occur in other posts inside and outside the department.

Finally, after the collection of information about the position is completed and after the relevant conclusions are made, the “rewriting” of the job description is started.

REFERENCES

Management practices for human resources aimed at the movement of people

This topic introduces you to the ways to manage three main flows of people – “buying” competent…, yahowto.com/management-practices-for-human-resources-aimed-at-the-movement-of-people

The concept of human resource management

In 1982, at Harvard Business School of Management, a group of professors conducted a course…, 60yearsnato.info/the-concept-of-human-resource-management/

The organization, the people, and their management

This topic introduces you to the nature of the organization, management, the behavior of individuals, groups, and…, newia.info/the-organization-the-people-and-their-management

For HR Managers: Personnel of the enterprise and its effective use

The success of the first and the normal course of the production process largely depends on…, brightonbot.com/personnel-of-the-enterprise-and-its-effective-use

Analysis and design of HR personnel selection system

The analysis and design of the HR personnel management system is the initial phase of…, powerhp.net/analysis-and-design-of-hr-personnel-selection-system

Analysis and design of HR personnel selection system

Human resources are the most important assets that a company has and for every…, customessaysonline.net/analysis-and-design-of-hr-personnel-selection-system

Monitoring and evaluation of human resources management

Monitoring and evaluation of human resources management can be ongoing (operational) and regular…, muzonet.com/monitoring-and-evaluation-of-human-resources-management

Creating a human resources management system

Based on the developed projects for the creation of a new or the improvement of the existing human resources management…, pgov.org/creating-a-human-resources-management-system

Methods for designing the human resources management system

The methods for designing the human resources management system are specific ways to develop projects that meet…, businesspad.org/methods-for-designing-the-human-resources-management-system

Development of human resources management projects

The principles of adequacy, complexity, efficiency, completeness, scientificity, democracy, variability, reasonableness, and…, policymatters.net/development-of-human-resources-management-projects

Development of the Human Resources Management (HRM) concept

The basic philosophy of the “soft approach to human resource management (HRM)” is based in part on…, customer-service-us.com/development-of-the-human-resources-management-hrm-concept

Analysis of human resources management (HRM) system

The criteria for assessing the state and the trends in its change are of fundamental importance…, mu7club.com/analysis-of-human-resources-management-hrm-system

Structure of the organization

The sustainable and constantly renewing form of activity (at work) of the organization. It serves as a “tool” (tool) to achieve the goals of the organization. One of the reasons why business goals are not met is the inappropriate structure.

Structure design (structure design)

The process of deciding how the company will function, what will be the organization of work, what will be the connections, how will the power be used, etc.

Position – a network of tasks that have a specific purpose – to constantly create the same result.

Role – part of the overall activity in the company, which is assigned to a specific employee. It is common practice to set (indicate) the expectations or results that the employee should achieve, instead of specific tasks to work on. The role is about the individual, not the work he will do.

Job design – the process of making decisions about the content of the job and the organization of its inherent tasks.

Group work

When the employee works in a group, it means that he performs his tasks. However, they are modeled according to a specific group task (goal), “lowered” in front of the whole department. The results of all employees, combined, give the total sales of the entire department.

Teamwork

A radically different way of working compared to group work. It is introduced as an organization of work when the company has a serious abandonment of its business goals (profit, customer satisfaction, employee satisfaction, etc.), or when faced with strong competitive pressure or sharp changes in the market.

The team receives a common task and all participants perform this common task together, although each participant has a different contribution to it. Teamwork does not preclude work on individual tasks. In this case, it is imperative to have clarity.

Job description – a written document describing the position – the purpose of the position (or its contribution), the main tasks, their organization, personal responsibilities for final results, requirements for the contractor.

Labor analysis (audit) – management practice by which managers make a “review” of positions. The aim is to gather enough information to reveal how effective and “working” the posts are, ie. how much they help to achieve the company’s business goals.

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