Organizational Location of Human Resource in the Organization
ORGANIZATIONALLOCATION OF HRM DEPARTMENT CESAR W. CARIÑO Student/Discussant JOSEFINA B. BITONIO, D.P.A Professor
ORGANIZATIONAL LOCATION The logical arrangements of an units varies according to its environment factors, such as individuals, tradition, size and purpose of the office and the decision-making needs of an institution. Has important implications for the type of work performed, the staffing needs of the office and the decision-making process of the organization.
Figure I. Educational Institution Organizational Location Chart Organizational Location and Core Values Administrative Independent HRD Finance Services Budget Services Departmen Department Office Department t Financial Program Policy Accountabilit Productivity Evaluation Developmen y Improvement & Responsiveness t Population
ORGANIZATIONAL STRUCTURE The framework, typically hierarchical, within which an organization arranges it lines of authority and communications, and allocates rights and duties. Determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated and how information flows between levels of management. “Management is Personnel Administration.”(Lawrence A. Appley) Business environment has become less predictable and the competitive value of the firm is decided by its unique and skilled force.
HUMAN RESOURCES AND ORGANIZATIONAL STRUCTURE ELEMENTS A. Personnel Assessment B. B. Human Resource Function Auditing C. Implement Organizational Improvements D. D. Productivity Recommendations
Organizational Structure of HR Department It can be noted that an organizational structure that HR manager head an individual work group. This emphasizes specialized HR Functions.(refer to Figure 2) If the HR is merged with another unit and at the same time acts as the Administration Section, then this is a telling a sign that management did not give due importance to the HR functions. This further means that HR Policies are often neglected or not integrated into overall strategic plan of the organization developmental aspects of HR Function are thus relegated to the background.
BEST PRACTICES IN HUMANRESOURCE MANAGEMENT 1. Safe, Healthy and Happy Workplace 2. Open Book Management Style 3. Performance linked Bonuses 4. 360 Degree Performance Management Feedback System 5. Fair Evaluation System for Employees 6. Knowledge Sharing 7. Highlight Performers 8. Open House Discussions and Feedback Mechanism 9. Reward Ceremonies 10. Delight Employees with the Unexpected 11. Value –Added Approach (refer to Figure 3)
TOP 3 ISSUES ON ORGANIZATIONAL LOCATION OF TODAY: 1. Speed 2. Technology 3. Organizational Culture and Innovation 1. Values – the beliefs that lie at the heart of the corporate 2. Heroes – the people who embody values 3. Rites and Rituals – routines of interaction that have strong symbolic qualities. 4. The culture network – the informal communication system or hidden hierarchy of power in the organization.
SUMMARY The “BEST PRACTICES” onupgrading the competencies ofhuman resource managementstaff contributes to creating aworld class HRMD team andwell defined effective executionof HR delivery system.
CONCLUSION The organizational location ofan institution may no longer be afundamental issue for themanager. Rather, the criticalmanagerial issue may be to buildthe innovative capacity with theright and effective function,regardless of its location.
References:• Gregory C. Kesler, Published in HRM Journal, University of Michigan, Summer 1995• Department’s Staff Development Division-Human Resource Development Services,(SDD-HRDS) March 25, 2011• Personnel/Human Resource Management Today- Second Edition(1993), Craig Eric Schneir, Richard W. Beatty, Glenn M. McEvoy• UP Open University – Unit I Module 4, PM 227 Human Resource Management and Development