WHAT IS HR MANAGEMENT DEPARTMENT?
The organizational structure of the personnel management system is a set of interrelated units of this system and officials.
The units perform various functions, their totality is the service of personnel management (personnel service). The role and place of service of personnel management in the structure of the entire organization is determined by the role and place of each specialized unit of this service, as well as the organizational status of its immediate supervisor.
In the modern practice of personnel management, there are several options for the role and place of service of personnel management in the organization’s management structure, which depend on the degree of development and characteristics of the organization.
THE MAIN FUNCTION OF HR management department
The main functional of the HR department:
- Personnel unit (acceptance of dismissal, keeping records of personnel, personnel movement, personnel records management, training, professional development, placement of personnel, personnel reserve)
- Social block (staff support, adaptation, retention)
- Motivational unit (staffing, remuneration, development of motivational methods, budgeting of human and social activities)
- Psychological unit (staff assessment)
In the department of personnel management there is always a place for a social block and a motivational bloc. I will note at once, in order to avoid questions and indignation of those who are engaged in labor payment in the economic block. At the time of writing this article, it is possible that an experienced “payer” in the future will be able to convince me and prove otherwise, but the author is sincerely sure that the pay division should be in the personnel block, with all the ensuing consequences, namely, planning, expenditure analysis and management In general, the labor remuneration fund.
PRINCIPLES TO CONSIDER WHEN BUILDING AN ORGANIZATIONAL STRUCTURE
- When building an organizational structure, the following principles must be observed:
Characterizes the ability of rapid adjustment in accordance with changes in personnel and production.
It is in the reasonable centralization of the functions of the employees of the departments and services of the enterprise with the transfer to the lower link of the operational management function.
It is ensured by fixing for each division certain control functions.
This is the observance of a rational number of subordinates for each leader: the top link is 4-8 people, the middle link (functional leaders) is 8-10 people, the bottom link (masters, brigades) is 20-40 people.
- Unity of rights and responsibilities.
Means that the rights and responsibilities of units and employees should be in dialectical unity.
Let’S talk about functional structure of human resource management department.
The functional structure reflects the division of management functions between management and individual units.
The function of management is a special type of managerial activity, the product of the process of division and specialization of labor in the sphere of management, which is part of the management process, allocated according to a certain feature. Usually it is allocated from 10 to 25 functions of management by firm. The complex of tasks is part of the management function, allocated on the basis of the main management functions (rationing, planning, accounting, analysis, etc.).
The set of tasks combines a set of tasks related to a specific function and, as a rule, is implemented
When constructing a functional structure, as a rule, a matrix method for the distribution of control functions is used. The rows of the table are specific control functions, and the columns are the structural subdivisions of the management apparatus.
At the intersection of columns and rows, the main control operations for a particular function are marked, for the implementation of which the structural unit is responsible. The distribution matrix of the management functions makes it possible to distribute them clearly between the management of the organization and the subdivisions of the management apparatus, to determine the technological sequence of operations for specific managers or employees.
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