Human Resources

The Procedure Of Human Resources Development

Human Resources Development

 

Introduction:

Human resources have become one of the most important resources used by modern organizations.   In recent times, awareness of the importance of human resources has increased, as its description and expression have been transformed, with the term “public servant” and employees, then workers and the workforce being used.   In the language of economists, “human capital”, in the language of accountants” “human assets”, and in the language of administrators” intellectual or intelligent capital

The view of the human resource was developed and also how to deal with it where it went through multiple transformations.          

As a result of the developments of the administration and its accompanying branches of knowledge, especially psychology and sociology, and as a result of administrative practices in all areas of the industrial, commercial and governmental system, the department has begun to follow advanced approaches in dealing with human resources.

Items:

  • The concept of human resources management:
  • The most important developments that have become a challenge to private and public administration
  • The most important tasks for human resources management
  • Human resources management approaches: 
  • Human Resources Management Development
  • Mechanisms to improve and develop human resources management in the organization
  • Personnel
  • The difference between human resources management and personnel affairs
  • Role of personnel
  • A.Personnel Management Scorer
  • Personnel Management Development
  • Staff organizational structure
  • The importance of the organizational structure
  • Staff structuring
  • Functional structure features
  • Development and development of the functional structure
  • Job description
  • Development and development of job descriptions
  • Description of merits
  • The concept of merits
  • Merit development
  • The goal of the wall map
  • I’m reviewing.

 

The concept of human resources management:

 Establishing human resources management to recruit and select the most important human cadres and competencies by attracting the most important skills and expertise, and providing an appropriate working environment for employees with the aim of creating a common working environment to promote equality between employees and provide promotions, incentives and allowances and provide long-term functional and professional stability, as the department seeks to develop the skills and expertise of employees to achieve the objectives of the system.

The most important developments that have become a challenge to private and public administration:

  1. Various forms of globalization, whether social, economic or cultural, and the plans they impose on  countries to pursue non-traditional politics,  
  2. Tremendous technological advances in equipment, machinery and software methods, as today’s information revolution has imposed new management patterns in order to keep pace with recent developments.
  3. Exchange of cultures of societies from concepts, values, customs and the mixing of civilizations.  
  4. The development of teaching methods at all different levels. 
  5. Changing regulations in business relationships and transactions, both domestic and global. 
  6. Increased levels of ambition and motivation for citizens. 
  7. High level of environmental awareness and efforts to improve the quality of living of community members

 

The most important tasks for human resources management: 

The tasks used by the modern human resources department are categorized into seven groups and each group includes a number of sub-tasks of workforce building: 

  • Make strategic plans for workers. 
  • Managing career  paths 
  • Employment test and recruitment 
  • Polarization

 

Human resources management approaches:

  1. Management approach: Management activity for human resources is subject to well-known management functions, namely planning, organization, guidance, leadership, oversight. 
  2. Behavioral approach: This approach studies the behavior of employees and analyzes their personalities, trends and motivations;  
  3. Procedural approach: Each management activity takes steps and procedures when followed to achieve the effectiveness and efficiency of this activity, such as testing staff and recruitment steps – promotion rules and conditions – promotion forms and documents
  4. Systemsapproach: This approach treats human resources management as a system consisting of interactive elements and influences each other, consisting of processes, inputs and outputs, inputs are represented by the director of human resources and his staff, as well as other financial, material and information resources, For operations, they are all the efforts and activities that management undertakes with the aim of  providing, maintaining and stimulating appropriate resources.
  5. Integrated curriculum: If we look at the previous four approaches, we will find that they complement each other to produce a new definition of human resources management.  

 

Human resources management development:

  1.      Development of managementculture:  Management culture is a set of concepts, rules of behavior, values and customs shared by employees and followed in their relationships and behavior. 
  2. Confirmation and development of organizational citizenship foremployees: Organizational citizenship means any willingness and volunteering of the individual to master the work and excellence in the level of performance, which leads to the progress and prosperity of the organization the optimal exploitation of time:  which means exploiting working times in production, and making sure to accomplish tasks quickly taking into account accuracy and high quality
  3. Development and development of employee awareness: to meet the needs of citizens and satisfy their desires, where the citizen today looks forward to  cheaper,  faster and higher services
  4. Cooperation between theteam: Cooperation between employees must achieve the goals, and face problems and address them.    
  5. Encouraging competition amongemployees: to achieve the desired goals, encourage creative thinking and innovation among employees and work to find innovative solutions to problems
  6. Spreading good work and publicizing outstanding achievements affirming  a culture of development and change

 

Mechanisms for improving and developing human resources management in the organization:

  1. Leadership: Leadership is defined as the ability of the individual to improve and develop the skills of the team, with the aim of pursuing the desired goals

 

There are different types of leadership (participatory, authoritarian- advisory) that may be appropriate for the characteristics and context of employees. The main source of leadership is hierarchical authority, charisma, strength of behavior, knowledge, training method, and education. The leader can take responsibility for others, the leader does not impose or lead, but seeks to unite opinions and not to differentiate or divide

  1. Guidance: Guidance refers to providing guidance and advice to a person for professional improvement and development.

Steer in gad vantages:

  • Guidance increases staff satisfaction rates
  • Transfer of knowledge and experience between employees
  • Retaining staff by developing and developing their skills
  • Assessment of the educational climate:
  • Personal techniques allow you to make an assessment to measure employee satisfaction, motivation, understanding their expectations, needs and addressing their problems

There are things that hinder the effectiveness of theassessment:

  • Resentment at work
  • Labor disputes
  • Lack of communication

These details must therefore be taken into account, and an advertising campaign to clarify the purpose of the evaluation process

The evaluation process must be completely anonymous and the results should be published at various levels, and evaluations must follow development plans aimed at problem detection and conflict resolution.

  1. Competency management, information and performance evaluation: This technique allows the reconciliation of the interests of the individual with those of the company, when comparing the skills and knowledge required of the organization

Efficiency is defined as the quality or ability that makes individuals able to play their roles 

Skills management needs: 

  • Make an assessment of the skills of the organization’s members
  • Identify the right skills to achieve the desired goals
  • Work a plan to keep up with contemporary developments while setting guidelines, and goals must be achievable
  1. RewardsSystem: The incentive system facilitates communication and reconciliation between the interests of the company and the interests of employees

Incentives must be developed transparently, depending on the indicators and objectives agreed upon 

Incentives and rewards must be consistent with individual goals as well as collective objectives in order to encourage teamwork and the development of individual behaviours

    1. Teamwork and problem management: Theorganization’s functional competitiveness depends on turning problems into opportunities, so staff leadership should be encouraged and educated, internal communication encouraged as well as techniques to analyze problems, identify their causes, and develop possible solutions while addressing them efficiently.
  • Teamwork and data analysis techniques: 
  • Data collection paper 
  • Charts
  • Identify the effects of failure
  • Relationship map
  • Classification chart
  • Brainstorming
  • Link chart
  • Monitoring the statistical process

Not only should you master the techniques, but also know how to choose them and connect them to each other

  1. Meeting management: Most meetings when completed staff feel that there are no concrete procedures or objectives and waste of time without adequately analysing problems and without following up on the commitments required to address them

Effective management must make a protocol that clarifies the behavioral rules of the meeting in three stages:

  • Setting (holding meetings, gathering information, ….)
  • Implementation (meeting time management, work schedule management, ….)
  • Guidance (monitoring the most important meeting agreements, ….)
  1. Internal communication: The process of internal communication is a prerequisite for the process of developing and improving the working environment and encouraging participation and coordination between employees and providing appropriate leadership

Internal communication should not be left randomly, but we must plan, implement and verify it with a technology that ensures how to communicate

Common errors in the internal communication process include:

  • One-way communication: Two-way communication must ensure
  • Free communication: Because in most cases access to information is failed 
  • Communication exception: Communication should not be for those who like to write reports only

 

Personnel

The department of employees is known as the department and the body concerned with the recruitment, development, development of skills, supervision and application of government laws in relation to this, in addition to being the department in the institution  that is responsiblefor the activities relatedto  the employees and training and guidance and managementM,and the department oversees the matters related to the human capital of theinstitution, which includes responsibility for employment statements, salaries and rewards and the application of the laws of the state competent employees, as well as interested in increasing the effectiveness of the institution and developing and improving the management of its programs, and managing the relationship between employees and the employer

 

The difference between human resources management and personnel affairs:

HumanResources Management Personnel
Goal Achieving the goals of the organization and the workers Compliance with the laws
Communications Across circles, group work, organization Central, anchor, individual, generalizations
Posts Planning, routing, development, stimulation to control
Target Managers, employees Staff
Evaluation method Performance and results assessment Commitment to work behaviors

 

Role of personnel:

  1. Hiring new workers
  2. Renewal of employment for current employees. Compensation and rewards for employees providing education and education to employees
  3. Take care of the work of employees  and their relationships to contribute to the development and design of crisis programs to increase the effectiveness of the organization.

Personnel management objectives:

  1. Employee affairs aim to reduce employee concerns
  2. Staff management is interested in supervising and monitoring the daily activities and work of employees 
  3. Reduces employees’ concerns about  rewards, salaries,  training,  retirement,  or  investment
  4. Management also specializes in  problem solving staff or between  management  and staff
  5. Encouragement: Employee managementboosts themorale of employees by urging them to do their utmost to achieve the success of the organization, and the department maintains the high performance of employees and creates a positive working environment for them.

 

Personnel management development: 

  • Strategic Planning: Strategic planning is defined as a long-term planning process, which takes into account various internal and external variables, identifies all sectors, segments and targets, as well as how to compete
  • Mastering management skills:  Successful management must have some management skills, including: spreading positivity – listening well – enhancing the abilities of others – respecting employees and not ignoring them  or  ignoring their ideas
  • Building a successful management team: Asuccessful team can be built by identifying the goals that the team seeks to achieve. 
  • Make assessments of the team’s performance  compared to the goals to be achieved.
  • Discuss the principles and rules that the team must follow. 
  • Assessing the developments the team has achieved to identify the reasons that will hinder the future development of the team. 
  • Distribution of duties and tasks to all members of the team, and informing each member of the tasks required of him
  • Make plans for the team to carry out the required tasks.
  • Make assessments to measure the team’s ability  to implement, follow and achieve plans.
  • Easy access to the required feedback, whether from   management, customers, or any other party.
  • Encourage the team to engage in various activities outside the work in a participatory manner
  • Strengthening relationships between management and the team where the leader can strengthen relationships within the team by: distributing jobs between team members fairly.
  • Obliging team members to respect each other.
  • Fit the desired goals with the driving method. 
  • Address all problems that hinder the team fairly.
  • Develop and develop the relationship between team members on a regular and continuous basis by  doing the work together.

Staff organizational structure: 

The organizational structure is defined as a framework  by identifying dependency links between employees in a

Civil service, the scope of supervision   within it, the principles of staff pooling  and activities  in the organization

 

Organizational structure

Organizations are one of the most important functions of managing employees in private and public organizations, and the organization process

This is how the collective and individual tasks that exist within an organization are determined in order to achieve the required tasks and the organization contains the identification of objectives, actions and activities and the coordination of material, human and technological resources, and the organization process ends with the construction of the organizational structure.

The organizational structure consists of a set of internal divisions of the institution and different coordination systems

Seeking to follow up and control the organization’s internal functions.

The process of establishing the organizational structure is one of the most important tasks performed by administrators  and managers in the organization process, and depends on the success of the institution in achieving the  desired goals

 

The importance of the organizational structure:

  • Achieving the goals of the organization.
  • Minimize the process of employee difference, resulting in employee commitment and restriction to the organization’s objectives. 
  • Identify tasks that represent the power in the organization, as well as who is the decision maker and how information flows.

 

Structuring staff:

The employee structure is defined as an employee working in an organization,which provides him with a set of  practical, functional and social skills and experiences related to his or her field of  employment.

Another definition of the employee’s structure:  The employee’s structure indicates the range of experiences and skills that an individual acquires by engaging in various activities during his or her time at work.

Productivity, quality, customer satisfaction, profitability and the company’s image often depend on coordination, training and motivation for its employees. In order for the organization to properly manage its functions,  it requires staff to be prepared, knowledgeable and able to perform the work properly

Incompetence of management can cause a large number of problems that hinder the performance of the organization such as: counting the definition of responsibilities – lack of motivation – lack of training – lack of cooperation – lack of communication between staff and management – lack of good coordination

 

Features of the functional structure: 

  1. There is no distraction in understanding tasks and instructions, each group knows its role well and is responsible for it and cannot blame another section.
  2. Teamwork ensures speedy implementation of  tasks, exchange of ideas and efforts from different people in order to reach  the best  results, because when putting  employees with similar experiences and skills together, this makes the production process more quality and efficient
  3. There is no significant change in tasks and roles, which means greater stability.
  4. All employees know their manager well who should follow his observations and orders because the hierarchy is very simplified.
  5. Staff feel loyal to the organization and management, and this method enhances the job security process and makes promotion mechanisms clearer. 
  6. The organizational structure also provides a suitable working environment for new employees with the aim of learning their specialization accurately

 

Development and development of the functional structure: 

  • Seeking to take advantage of employeeskills: career enrichment – career rotation 
  • Development and development ofworkers: development and diversity of skills workers work training inside and outside the institution development professional path 
  • motivation employees: study of the motivations and tendencies of employee’s discipline and sanctions wages and compensation systems benefits and incentives
  • workforce insurance: health care, psychological and medical work programs for security and safety services staff professional 
  • consulting follow-up development of employees: performance evaluation professional development (promotion – lending – scar – transfer) retirement 
  • plans: human resources analysis: current structural analysis of human resources ratio of absence rates human resources information systems

 

Job description

It is a presentation of all the qualifications, specifications, experiences, abilities and skills required in the person, in order to perform the work to the fullest.

Writing a job description card is very important for any organization, because it is a method of organizing work, because of the information it provides that helps in the management structure of the organization, and also helps in the process of writing employment announcements.

Job description is a charter that companies prepare for each job on the organizational structure, with important elements such as:

  • Job title 
  • Job Number 
  • Workplace
  • Direct officer
  • Vacancy
  • Date of introduction of work
  • Duties discussed by description
  • Required scientific qualifications 

Organizations differ in the way the job description is written, but meet with items most of which are  available for each job in the company.

 

Development and development of job descriptions:

  • Collect the right people for tasks. The manager will take over the position that will give him leadership to develop the job description, and other employees performing similar tasks can also participate in its development. In addition, if the site is new, current staff will be relieved of the workload.
  • We need as much data as possible to develop and develop a job description. 
  • Job analysis, which includes: job responsibilities of employees, conducting online research and job descriptions through the Internet or offline, in addition to highlighting similar tasks and functions, analysis of the tasks of work, responsibilities and duties that the employee in the position must perform, participating and researching with  other companies that have similar tasks and functions, clarifying the most important contributions, results or  required of the organization

Description of merits:

Institutions or organizations that  search for highly   qualified and well-qualified workers must  follow a specific system for the development and development of merits, but most organizations fail   to discover the merits of their employees, and also fail to employ them well, resulting in the worker being deprived of work with the highest efficiency.

When organizations realize that human resources are truly their most valuable real resources, and that their role is to help employees manage and organize their careers, wall maps are one of the most important resources in the design of an employee’s career.

The wall mapping process is designed to regularly assess and measure collective and individual performance in relation to customer and organizational views and expectations. The merit map is used to identify the skills and key features required to do the work in the classification of jobs.

 

The concept of merits: 

Merits are considered to be integrated knowledge and skills, attributes and abilities that are translated into behaviors to help determine what is needed to do the work effectively and successfully, also called capabilities or competencies.

 

To develop merit, the employee must have a range of characteristics:

  1. Knowledge: An individual must have a tremendous amount of knowledge in his or her field 
  2. Personal qualities: It is personal characteristics that distinguish the employee from others such as: intelligence – speed of intuition, ability to manage crises and foresight.
  3. Directions: Is an expression of the employee’s beliefs and convictions  that control and control his behavior.
  4. Skills: The ability of the staff member to exploit the knowledge and skills he has acquired and employ in practice.
  5. Motivation: Expresses the internal force that pushes the employee to engage in certain conduct

References:

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