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Specificities Human Resource Management In It Companies

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 Specificities Human Resource Management In
It Companies
Mladen Vukašinović,
Faculty of Information Technologies,
Blaza Jovanovica 29, 81000
Montenegro
Abstract— This paper presents a brief theoretical
description of the concept of human resource
management, its development and its increasing
importance in all work organizations in the world. Data is
a division of human resources management process.
Description of specific human resource management
with new technologies, especially in the IT sector. Final
ly an example is given of human resources in companies
engaged in managing, planning, design and
implementation of information system..
Keywords—Human resource, IT human resource,
management of IT human resource.
I. INTRODUCTION
In the new globalized economy, companies that want to
progress have realized that their people - employees, actually
their intellectual and professional potential, are a key factor in
the success of the company itself. The company's
competitiveness and profitability largely depend on them. As
business becomes more and more complex, business decisions
related to human potential become more and more important.
They relate to everything: from the strategic assessment of the
company's needs when hiring new employees, through the
training of new employees, the application of new laws and
rules related to human resources, to an efficient reward and
stimulation system. All these factors are very important and
neglecting them can cost companies dearly. The human factor
has become the "basic means of production", and the
management of human resources is the basis for realizing
competitive advantages. By investing in people, helping their
development, motivating and stimulating them, managers
increase the company's efficiency, competitive advantage,
which all results in the ultimate goal - making a profit.
II. THE TERM OF HUMAN RESOURCE MANAGEMENT
People, competences, human resources, human resources
management - are undoubtedly key words that represent the
preoccupation of modern managers and companies. The
struggle for competent workers, day by day, is becoming an
increasingly important issue in the global world market. By
human resources we mean the total physical and mental
potential of a company. In the scientific literature, the concept
of human resource management has been the subject of
research for the last 15 years, although many important
scientific findings that today enter the field of management of
human resources and which directly raised significant issues
from this areas, represent research known as the Hawthorne
experiment carried out by Elton Mayo and colleagues (1927-
1959), Maslow's theory of motivation (1943) and Herzberg's
two-factor theory (1959). Human resource management is a
newer name that was accepted in the early eighties of the 20th
century under the influence of American literature. Before
that, it was called "personal management", which in the
twenties of the last century was a profession in the USA,
where many American universities through courses educated
people for the jobs of personal management, so that under the
influence of industrial and technological development and
numerous scientific schools (scientific management, industrial
psychology, the theory of interpersonal relations, behaviorism)
the term - human resource management became predominant.
Today, the term human resources management has four
essential meanings and can be viewed as [1]:
1. Scientific discipline,
2. Managerial function,
3. Special business function in the company i
4. Specific management philosophy.
III. HUMAN RESOURCE MANAGEMENT AS A
SCIENTIFIC DISCIPLINE
The first meaning in which the term human resource
management is used is the field of organizational science that
deals with the study of all aspects of employment in society.
Educational programs, all over the world focused on the study
of human resources management, including numerous books,
created knowledge, theories and research, justifiably say that it
is a special scientific discipline, which was constituted on the
sources of related scientific knowledge
2.Recruitment of new personnel discipline namely.
3.Selection of resources General psychology and personality
psychology - provides
4.Training and development valuable knowledge about
learning and memory processes,
5. Socialization personality traits, abilities, motivation and
stress.
6. Performance evaluation Industrial psychology - provides
theoretical basis and methods
7. Promotions, transfers, demotions and dismissals. personnel
selection, job and job analysis, methods professional
orientations, absenteeism, remuneration, fatigue, stress.
Social psychology - provides knowledge about the theory of
socialization, power, leadership, group and group dynamics
Pedagogical psychology - provides theoretical knowledge
about education, principles and methods of learning, education
for work.
Pedagogy and andragogy - are also an important source of
knowledge for human resource management, especially in the
field of employee education and development.
Ergonomics - gives knowledge about the interaction
between man and means of production and acquired
knowledge.
Economics - as a science of the circular flow of production,
provides significant knowledge about the economic principles
(efficiency, productivity, economy, competition) of the
production process, from which human resources in the
business environment legitimately start.
Economics of education - within which the concept of
"human capital" is developed, which is of great importance for
the management of human resources.
Labor economics - studies human labor as an economic
category.
Demography - provides information on the movement of
the population and workforce, especially on the active
population.
Sociology of work - provides valuable knowledge about
work as a social process and the position of man in the work
process, which is of great importance for enriching the subject.
Occupational medicine - provides information about
physiological changes in the body caused by the conditions of
the working environment, occupational safety, treatment and
rehabilitation of occupational diseases.
Labor law - provides the basis of labor relations, especially
the employer-employee relationship, their rights, obligations,
responsibilities, employment and dismissal.
IV. HUMAN RESOURCE MANAGEMENT
Human resource management or human resource
management refers to the practice or policy that is needed to
carry out management tasks related to: employment, training,
assessment of existing staff, upgrading their knowledge,
providing a fair, ethically acceptable and safe environment for
them.
The human resource management process is a personnel
function in the company. It is a continuous process, which
supplies the organization with new people in the right
positions when the opportunity arises, increases the efficiency
of all company members and the overall efficiency of the
company itself.
The human resources management process is divided into:
1. Human resources planning
2. Recruitment of new personnel
3. Selection of resources
4. Training and development
5. Socialization
6. Performance evaluation
7. Promotions, transfers, demotions and dismissals.
1 PLANNING HUMAN RESOURCES
Human resources planning - predicting meeting the
company's needs for new personnel in an adequate way. It is
achieved by analyzing internal factors such as: current and
expected need for a certain profession, existing vacancies and
expansions or reductions in the company.
2 RECRUITMENT OF NEW STAFF
Recruiting new staff - ensuring the appropriate selection of
candidates for a specific job according to the qualifications
and needs of the company. This process contains elements: job
analysis, job content description or position description. The
employment specification defines the required level of
education or ability of the candidate. For example.
The "PR" position requires a certain degree, 5 years of work
experience in the field and 5 years of supervisory work, an
energetic, motivated person who knows well the skill of
establishing good interpersonal relations.
3 RESOURCE SELECTION
Selection - the selection process includes the following
stages:
a) Filling in job forms b) Detailed interview
c) Knowledge and ability tests
d) Insight into previous work - references
e) Analytical interview - verification of the veracity of the
biography and other data
f) Physical examination - determination of physical working
capacity
and protection of other workers from possible infection
g) Job offer.
4 TRAINING AND DEVELOPMENT
Training and development - training includes the process of
maintaining or improving the existing performance achieved
in the workplace.
Training methods:
a) On-the-job training b) Job rotation
c) Off-the-job training
 d) Behavior training
e) Teaching by the supervisor.
5 SOCIALIZATION AND ORIENTATION
Socialization and orientation - orientation involves helping
new workers to fit into the new work environment and
conditions prevailing in the organization. Socialization
involves providing 3 types of information:
1. General information about everyday and routine tasks
2. Acquaintance with the history of the organization, its
goals, previous work, products and services
3. Detailed presentation of policies, general rules
organizations and benefits that workers have.
Effective socialization processes reduce the discomfort and
stress that most workers feel when they come to a new
organization.
The general division of socialization policies in the world
is: the American one, which is strictly business-oriented where
everything should be subordinated to the job, make the most
of the workers and reward them well, but life-long
employment is not guaranteed, "everyone is replaceable" and
the Japanese one set by the owner of Sony, Akiyo Morita, who
cares about the job security of every worker and his other
needs not only at work, Akiyo Morita's famous statement is
"People should have lifelong employment".
6,PERFORMANCE ASSESSMENT AND
DETERMINATION REFUNDS
Performance evaluation and determination of compensation
- divided into:
1. Informal performance evaluations, i.e. the process of
providing feedback to workers regarding their performance
and
2. Official, systemic evaluations - ranking of work
performance and selection of workers for promotion, training
or warning for non-performance and dismissal, and surprise
inspection control.
7 PROMOTIONS, TRANSFERS, DEGRADATIONS AND
DISMISSALS
1. Promotions - the possibility of promotion is the basic
motivation of employees. Problems that arise: feeling
offended by those who were bypassed by promotion, gender
discrimination during employment.
2. Transfers - used to expand people's ability, to fill vacant
positions within the company with already existing staff.
3. Demotion - due to the inability to manage given tasks, a
transfer is made to less important and less responsible
positions.
4. Dismissals - due to non-fulfillment of work obligations,
violation of work policy, frequent delays, disloyalty and non-
compliance with the goals of the company and the workers,
the contract between the worker and the company is
terminated.
.
V. SPECIFICITY OF MANAGING PEOPLE IN IT
COMPANIES
Many large companies invest heavily in information
technology. And in addition, these investments are never
enough, so it is predicted that companies that want to
maintain their positions in the market will have to invest
three times more in the next few years, since information
technology is improving year after year, month after
month. , from day to day - strongly develops and
constantly changes and perfects.
Certainly, such investments should be accompanied by
the parallel development of personnel who will handle
and manage this technology - on the one hand, as well as
personnel who will manage the enormous amount of
information that will be inevitable for successful
operation in the market of the future.
Technology improves the functionality of human resource
management in four main ways [2]:
1) Independent performance of transactions,
2) Opening of telephone centers,
3) Improving productivity i
4) Use of external collaborators.
PR. Dell Computer Company - Dell employees use its
internal computer networks to independently complete
many of their human resources transactions, such as
updating employee information and making changes to
benefit distributions. Likewise, Dell's internal human
resource management network provides desktop access to
human resources data. The technology has enabled Dell to
establish a centralized phone directory so that HR
specialists can answer questions from workers located on
different sides of the world, thus reducing the cost of
having multiple HR centers in each location.
Technology also makes it easier to outsource HR
activities to specialist service agencies by giving service
agencies instant Internet access to their employer's HR
database. Outsourcing is becoming increasingly popular.
About 84 percent of the human resources experts who
participated in the survey stated that their companies
leave the implementation of pension plans to external
collaborators, 84 percent use external collaborators for
counseling and assistance programs for employees, 74
percent use external collaborators for the preparation of
employee retirement plans, 73 percent for pension
administration, 72 percent for providing labor force for
occasional employment and approx. 68 percent of
employers check biographical information with specialist
firms.
VI. COMPANIES TECHNOLOGICAL APPLICATIONS
Technological applications play an increasingly
important role in human resource management, the
following are used [3]:
1. Web portal - allow employees to apply and manage
their own benefits packages and to update personal data,
2. Mobile web and wireless access to the Internet -
makes it easier for employees to access the company's
human resources activities that are based on the Internet,
3. Software for monitoring network activities - it is
used to monitor how many employees use the Internet and
e-mail or to monitor their performance,
4. Bluetooth - wireless technology used for
synchronizing various electronic devices, which
employees can more easily access and use online human
resources services
resources,
5. Data warehousing and computerized analytics
software - help HR managers monitor their HR systems,
access data more easily,
6. Personal computers and fast access - enables
employees to more easily use the human resources
services provided by their employer via the Internet,
7. Firms that provide clients with computer application
services in the field of technology - provides software
applications for processing job applications,
8. Remote video conferencing - facilitates distance
learning or training and providing corporate information
to employees quickly and cheaply.
Improving productivity by applying information
systems for human resources portals, which are placed on
the company's internal network, provide employees with a
single point of access to all human resources data.
The portals enable all employees, employers and
managers to interactively and selectively access and
modify these data. With such an approach, they enable the
efficiency of human resources management and give
human resources managers more time for strategic issues.
An example of human resource management in the
Accounting Center.
The activities of the Information System Center of the
University of Montenegro include all activities related to
the planning and management of the Information System,
as well as the design and implementation of the
Information System, computer network and software
packages of common interest to the University and its
members.
The center has 13 full-time employees, 3 contract
employees, 3 project collaborators and volunteers. The
head of the center is also the manager, there are two
heads: Head of the department for application software
and Head of the department for system and
communications. In both departments there are engineers,
some who work on application software, programming
and others who are in charge of the network part, internet
functionality and installations. It should be emphasized
that although different departments are very connected in
terms of the function they perform, that is. Application
software without network functionality cannot be used in
university units. So the cooperation of engineers from
both sectors is necessary so that everything can function
fully and that all deficiencies can be eliminated.
Meetings are usually organized twice a month for all
employees, where future works and projects are planned
and projects completed or not completed so far are
discussed.
For each new project, a team leader is appointed who
has at least one engineer with him who will work with
him, so that he will be instructed in the project itself and
at the same time will be a replacement for the leader in
case of his absence or illness. So a team of two is always
created where both engineers can replace each other in the
work. At the end of each project, the team is obliged to
inform the rest of its sector about the activities it has
carried out and to leave written documentation about the
completed project so that others will be informed at least
informatively about the given project and possibly in case
of absence of both team members they can intervene in
case of a problem . With each new project, the pairs of
engineers who will work together, as well as the project
leaders, change so that during mutual cooperation they
exchange their experiences and knowledge. During this
kind of work, each engineer works with all other
engineers from his sector, completes his knowledge from
other colleagues and gets to know them better. Likewise,
engineers from different sectors exchange
their knowledge of the areas in which they are experts,
working together on a project in which both engineers are
leaders on the same project because the project consists of
two different but closely related entities.
For each project, there is a common internal online
application that shows how many percent of each project
has been completed, so that each employee can see the
progress of all projects. In the event that a project has
broken all the limits for which it was supposed to be
completed, the reason for the problem is determined. If
more people are needed and one of the other engineers
has more knowledge for that project than the team
members, then the team is regrouped. If none of the
engineers has the necessary knowledge for a given
project, then the help of experts in that field is sought,
who contribute to the completion of the project, while at
the same time upgrading the engineers' knowledge on the
fly.
Likewise, by sending engineers to additional courses,
it is possible to complete their knowledge in certain
narrowly specialized areas. Likewise, for new projects,
team members are sent to project-related seminars, which
help them to complete their projects by exchanging
experiences with teams from other companies and even
by joining forces with teams from different companies.
 Constant communication between employees, when
someone is at a seminar, conference in another city,
country, is done via e-mail, Skype or some other program
for communication over the Internet.
Every engineer can always freely express his
satisfaction or dissatisfaction when working on a project
or the progress of work, problems he has and give new
ideas and initiatives for current as well as for new
projects.
In addition to good professional relations, the company
also has good personal relations, which brings all team
members even closer. Joint dinners are organized twice a
year before the annual holidays and before the new year.
And for any happy personal event, cocktails are organized
within the company.
If a member of the collective has problems in the private
field, the other members of the collective will take over
his obligations and meet him

VII. CONCLUSION
Management of human resources is a relatively new
scientific discipline that has great potential that has yet to be
used. In all companies, enterprises, organizations, etc., people
ie. employees represent their intellectual and professional
potential, which is a key factor in the success of every
company. Therefore, in order to be successful in the market,
companies should invest in human resources management,
which will increase the efficiency of all company members
and the overall efficiency of the company itself.

References
[1] ’Human Resource Management’ in a Business
Context’, A. Price, Thomson Business Press, 1977
[2] ‘Proces First, Technology Second’, Bill Roberts, HR
Magazine, Jun 2002
[3] ’10 HR Technology Trends for 2001’, Samuel
Greengard, Workforce, Januar 2001.

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