Objectives, aspects fundamentals

and techniques used to the M.H.R

 Objectives of Management Human
Resources.
• One of its tasks to provide the human capacities required by a
organization and develop skills and aptitudes of the individual to be
the most satisfactory to himself and to the community in which it
operates.

• It should not be forgotten that organizations depend, for their

operation and its evolution, primarily of the human element that it
has.
 Objectives of Management Human
Resources.

• Enhance the productive contributions of staff to the organization, so

that they are accountable from a strategic, ethical and social point of
view.

• Human resource managers and departments achieve their goals

when they set clear goals and quantifiable.

• These objectives are equivalent to parameters that allow evaluating

the actions carried out cape.
 Objectives of Management Human
Resources.
• We can simplify the main objectives of the
M.H.R. in three simple aspects, from which
the great objectives are developed:

1. Create, maintain and develop a contingent of

human resources, with the ability and motivation to
realize the objectives of the organization.
2. Create, maintain and develop organizational
conditions of application, development and full
satisfaction of human resources and achievement
of individual objectives.
3. Achieve efficiency and effectiveness with available
human resources.
 Objectives can be classified into four
Areas Fundamentals:
1. Corporate objectives:

• It is necessary to recognize the fundamental fact that the administration of

Human resources's basic objective is to contribute to the success of the business
or corporation.

• Even in companies in which a formal human resources department is organized to

support the work of the management, each of the supervisors and managers
continues to be responsible for the performance of the members of their
respective work teams.
 Objectives can be classified into four
Areas Fundamentals:

• The department's role is to contribute to the success of these

supervisors and managers.

• Human resource management is not an end in itself, it is just a way to

support the work of the leaders.
 Objectives can be classified into four
Areas Fundamentals:
2. Functional objectives:

• Maintain the contribution of the human resources department at a

level Appropriate to the needs of the organization is a top priority.

• When the administration of staff is not adapted to the needs of the

organization resources of all kinds are wasted.
 Objectives can be classified into four
Areas Fundamentals:
3. Social objectives:

• The human resources department must respond ethically and socially to the
challenges posed by society in general and to minimize the stresses or negative
demands that society can exercise over the organization.

• When organizations do not use their resources for the benefit of society within an
ethical framework, may be affected by restrictions due to laws that society can
enact.
 Objectives can be classified into four
Areas Fundamentals:
4. Personal Objectives:

• The human resources department needs to keep in mind that

each of the members of the organization aspire to achieve
certain legitimate personal goals.

• So far as the achievement of these goals contributes to the

common objective of achieving the goals of the organization,
the human resources department recognizes that one of its
functions is to support the aspirations of who make up the
company.
 Objectives can be classified into four
Areas Fundamentals:

• If this is not the case, employee productivity may decrease or it is also

possible that the turnover rate increases.

• The refusal of the company to train the staff could lead to a serious
frustration of the personal goals of its members.
 Fundamental Aspects of the M.H.R

 At present, with the arrival of the third

millennium, the globalization of the
economy and the strong global competition,
there is a tendency in successful
organizations not to manage people or
human resources, but to manage with
people, who are seen as active and
proactive agents, endowed not only with
manual, physical or artisan skills, but also
also intelligence, creativity and intellectual
abilities.
 Fundamental Aspects of the M.H.R

• People are not resources that the organization consumes and uses
and that produce costs; on the contrary, people they constitute a
factor of competitiveness, in the same way as the market and
technology.
 Fundamental Aspects of the M.H.R
1. People as profoundly different human beings, endowed with
personality own, with a particular and differentiated history,
possessors of skill and knowledge, skills and abilities essential to
adequately manage resources organizational.

2. People not as simple organizational (human) resources, but as

elements drivers of the organization, capable of endowing it with
intelligence, talent and learning indispensable to stimulate constant
renewal and competitiveness in a world full of changes and
challenges.
 Fundamental Aspects of the M.H.R

3. People as partners of the organization, capable of leading it to excellence and

success. In quality of partners of the organization, people invest efforts, dedication,
responsibility, commitment, etc., to obtain certain profits, be it salaries, incentives,
professional growth, career, etc.
Any investment is only justified when it brings some significant return.
If the return is good and sustainable, the investment will increase again.
From here is the reciprocity of the interaction between people and organizations,
and of the activity and autonomy of people, who are no longer passive and inactive.
 Techniques used by the M.H.R

• Some M.H.R techniques are applied directly to people, who are the
subjects of their application; Others apply them indirectly, either
through the positions they occupy or through global or specific plans
or programs.

• They can refer to the individual, group, departmental, organizational

and even environmental of the organization.
 Techniques used by the M.H.R
Techniques and their link with the organization's external and internal environments

Techniques used in external enviroment Techniques used in the internal

enviroment

• Market Research • Analysis and description of charges

• Recruitment and selection
• Wage and benefits investigation
• Union Relations
• Relationships with vocational training
institutions
• Labor legislation
• Evaluation of charges
• Training
• Performance evaluation
• Social benefit plan
• Salary policy
• Hygiene and safety