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Organizational Communication

By: Ins Amaya de Bajaa

October 25th, 2014



Human Resource Management

The term human resources (HR abbreviated as, RH, HR, and also known as
human capital) originated in the area of political economy and social
sciences, where it was used to identify one of the three factors of production,
also known as work (the other two being land and capital). As such, for many
years it was considered as a resource: little predictable and differentiable.
(Business/Economy Website)

The modern concept of human resources emerged in the 1920s in reaction to

the approach of "efficiency" Taylor. Psychologists and employment experts
began the movement of human resources, which started to see the workers
in terms of their psychology and relevance to the organization, rather than
as interchangeable parts. This movement grew throughout the twentieth
century, every day putting greater emphasis on how leadership, cohesion,
and loyalty played an important role in the success of the organization.
(Business/Economy Website)

When the skills, abilities and knowledge of a person match those required by
the workplace and furthermore its interests, desires, lifestyle, etc. are
compatible with the characteristics of the position, performance expectations
are optimal.
The positions are the link between the individual and the organization. In this
scenario enters the human resources department, who help the organization
to obtain and maintain a suitable workforce, who work in the human
resources department must have a thorough understanding of the job
designs to achieve the proposed objectives.
The design of a post showing the organizational, environmental and
behavioral requirements that are specified in each case, employee
productivity, satisfaction with the work done, and the difficulties in their daily
work will provide guidance on how well designed the position is located,
when a particular occupation has serious deficiencies in design often
phenomena such as high staff turnover, absenteeism, grievances, union
protests, sabotage occur. However, not all posts lead to the same degree of
personal satisfaction, not in all cases the design can be blamed for negative
behavior of people who have certain function. These features are related to
Properly designed seats allow optimal employee motivation and drive to
achieve optimal results.

Study and identify all the requirements, responsibilities and conditions
including the position requires to perform it properly.
Fair and just compensation.
Location of the employees in the right jobs.
Determination of realistic performance levels.
Creating training and development channels.
Identification of suitable candidates to vacancies.
Planning for training needs of human resources.
To foster conditions that improve the work environment.
Evaluate how changes in the environment affect employee performance.
Remove non-essential requirements and demands.
Understand the real needs of human resources of a company.

Area: Human Resources Department
Job Title: Human Resources Manager
Code: AD.DRH.GRH.01
Will be responsible for managing the HR subsystems of the organization,
seeking efficient and effective processes for continuous improvement work
directly with senior management and executive levels of the organization.
Main tasks
Control policies to be organizationally regarding Human Resources
Responsible for planning, organizing and verifying subsystems efficient HR
To plan and coordinate training programs and employee training.
Secondary tasks
Maintain an adequate working environment, ensuring the welfare of
employee relations-company.
Intercede for the good performance in labor contracts between employees
and company
Direct the administrative career in the organization.
Occasional tasks
Inspect hygiene and safety.
Mediate disputes between employees
Title: Industrial Psychologist, Business Administration or related field.
Minimum 4 years experience in similar areas.
Extensive knowledge of labor laws.
Added ability to interact with various levels of HR of the company; Where
command and participative leadership; Verbal fluency; Adaptable to different
work situations; High degree of responsibility; Balanced personality.
Contacts; Demanding discretion over the management of different aspects
employees - company.
Under normal desktop environment working for various levels of demand and
a lot of discretion, and supervision received by the General Manager.

The human resources manager is a person who must have techniques,
human and conceptual skills that enable them to adequately address the
human resource that is responsible.
On the other hand, it is considered important that the modern human
resources manager should have strategic vision, conciliatory, inclusive,
innovative capacity and especially develop their leadership style to fit the
needs and requirements of the organizational culture of the company to play.
It is also important to be able to quickly adapt to changes in the
environment, taking courses more suitable to solve the problems that are
submitted action.

The position control system should have four key characteristics: levels,
measurements, correction and feedback; from these particular levels of
performance in a position to develop the information generated by the job
analysis. When low levels of performance are noted, corrective action is
taken. Are made by the supervisor, although in some cases involving the
manager. Corrective action serves as feedback to the employee. In some
cases, it is not the employee's conduct, which must be corrected, but the
very structure of the post. Where specified levels are not adequate,
constitute a notice to proceed to the appropriate personnel to take
corrective action.
Properly designed seats allow optimal employee motivation and drive to
achieve optimal results.
Regarding to salary scales, companies are free to choose between what
types of progression used in the calculation, the calculation for the value
of the point; can be considered the most accurate for accuracy and

Work Cited
Almeida, Maribel. 1 de Agosto de 2007 .

Business/Economy Website. 2003. Copyright 2003-2013 20 de
Octubre de 2014.
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