Jua Jose Master's Thesis

1
TECHNOLOGICAL UNIVERSITY OF SANTIAGO

-UTES A-
GRADUATE SCHOOL
SANTO DOMINGO ENCLOSURE.
MASTER THESIS TO OPT FOR THE MASTER TITLE

IN BUSINESS ADMINISTRATION.
STUDY ON THE MANAGEMENT OF HUMAN RESOURCES

AT THE TECHNOLOGICAL UNIVERSITY OF THE SOUTH
(UTESUR), IN
THE YEAR 2007-2008.
SUSTAINANT
JUAN JOSE MARIÑEZ BAEZ,
ADVISORS:
ADA BAZIL, M. TO
The concepts presented in this thesis,

are the exclusive responsibility of the
Sustaining.
SANTO DOMINGO
DOMINICAN REPUBLIC
JUNE 2009
2
MARIO JAVIER, MA
-UTES A-
GRADUATE SCHOOL
MASTER THESIS TO OPT FOR THE MASTER TITLE

IN BUSINESS ADMINISTRATION.

(UTESUR), IN
THE YEAR 2007-2008.
SUSTAINANT
107-6154

Sustaining.
SANTO DOMINGO
DOMINICAN REPUBLIC
JUNE 2009
3
ADVISORS:
ADA BAZIL, M. TO
MARIO JAVIER, MA

Sustaining.
SANTO DOMINGO
DOMINICAN REPUBLIC
JUNE 2009
4
STUDY ON RESOURCE MANAGEMENT

HUMANS AT THE TECHNOLOGICAL UNIVERSITY OF
SOUTH (UTESUR) IN THE YEAR 2007-2008.
INDEX
P. No.
TECHNOLOGICAL UNIVERSITY OF SANTIAGO -UTES A-.....................................1
SUSTAINANT.....................................................................................................................1
ADVISORS:.........................................................................................................................1
ADVISORS:.........................................................................................................................3
INDEX..............................................................................................................................4
P. No.................................................................................................................................4
To you my God “King of Kings and Lord of Lords”.................................................12
To you my daughter Jhuanny.....................................................................................12
To my parents:............................................................................................................13
To my almighty God:..................................................................................................14
To my parents:............................................................................................................14
To my brothers:...........................................................................................................15
To the Technological University of Santiago (UTESA)............................................15
5
To my fellow students:...............................................................................................15
To my parents:............................................................................................................20
To my parents:............................................................................................................21
To my brothers:...........................................................................................................22
To our teachers, especially Lic. José Eduardo Almonte.............................................22
1.1 Origin and evolution of Human Resources.....................................................26
1.2 Definition of Human Resources Management................................................28
1.3 Other definitions of Human Resources management......................................29
1.4 More definitions of Human Resources Management:.....................................30
2.1 Fundamentals of Human Resources Management..........................................32
2.2 Problems of Human Resources Management Today ......................................36
2.3 Human Resources Management Activities......................................................38
2.4 Transition from Personnel Management to Human Resources Management. 39
3.1 Implementation of a Human Resources Management System........................41
3.2 Organization of the Human Resources Department........................................42
4.1 Functions of the Human Resources Department.............................................44
4.3 The Human Resources Department as a line or staff......................................47
4.4 Composition of the Human Resources Department........................................48
4.5 Definition and functions of the main areas that make up the Human Resources
Department.................................................................................................................49
4.6 Contribution of the Human Resources Department to companies.......................53
5.1 Conceptualizations from Authors' Literature..................................................55
5.2 Concept and Category...........................................................................................58
6.1 BACKGROUND OF PERSONNEL ADMINISTRATION IN THE
DOMINICAN REPUBLIC............................................................................................61
6.2 Personnel Administration in the Dominican Private Sector............................69
6.3 Situation in the Public Sector..........................................................................71
6.4 Situation in the Private Sector.........................................................................73
6
6.5 Perspectives in the Public Sector.....................................................................73

6.6 Perspectives in the Private Sector....................................................................74
7.1 Brief History of the Technological University of the South............................76
Purposes :....................................................................................................................77
Beginning....................................................................................................................77
7.2 Evolution of the Technological University of the South......................................78
Table No. 2.................................................................................................................82
Table No. 3.................................................................................................................83
Table No. 4.................................................................................................................84
Table No. 5.................................................................................................................85
Table No. 6.................................................................................................................86
Table No. 7.................................................................................................................87
Table No. 8.................................................................................................................88
Table No. 9.................................................................................................................89
Table No. 10...............................................................................................................90
8.2 Questionnaire Applied to Officials of the Technological University of the South
....................................................................................................................................91
Table No. 1.................................................................................................................91
Table No. 2.................................................................................................................92
QUESTIONNAIRE APPLIED TO..............................................................................92
UNIVERSITY OFFICIALS SOUTHERN TECHNOLOGY....................................92
Table No.3..................................................................................................................93
Table No.4..................................................................................................................94
UNIVERSITY OFFICIALS..........................................................................................94
SOUTHERN TECHNOLOGY....................................................................................94
Table No. 5.................................................................................................................95
Table No.6..................................................................................................................96
7
Table No. 7.................................................................................................................97

QUESTIONNAIRE APPLIED TO UNIVERSITY OFFICIALS SOUTHERN
TECHNOLOGY............................................................................................................97
Table No.8..................................................................................................................98
TECHNOLOGY............................................................................................................98
Table No. 9.................................................................................................................99
Table No. 10.............................................................................................................100
QUESTIONNAIRE ADDRESSED TO EMPLOYEES..............................................111
QUESTIONNAIRE APPLIED TO UTESUR EMPLOYEES.....................................112
TECHNOLOGICAL UNIVERSITY OF SANTIAGO -UTES A-.................................114
ADVISORS:.....................................................................................................................114
INDEX..........................................................................................................................115
PROBLEM FORMULATION:....................................................................................119
PROBLEM STATEMENT:.........................................................................................121
GOALS:....................................................................................................................122
General objective:.....................................................................................................122
Specific objectives:...................................................................................................122
JUSTIFICATION:........................................................................................................123
BACKGROUND OF THE RESEARCH.....................................................................124
HYPOTHESIS..........................................................................................................125
METHODOLOGY...................................................................................................126
Empirical:.................................................................................................................126
Historical Method:....................................................................................................127
Analytical Method:...................................................................................................127
Descriptive Method:.................................................................................................127
4):- Empirical Level Method:...................................................................................127
Sample:.....................................................................................................................128
WORK SCHEME.........................................................................................................129
CHAPTER VII VIIBRIEF HISTORY OF THE UNIVERSITY.............................130
SOUTHERN TECHNOLOGY.................................................................................130
5.1
8
CHAPTER VI BACKGROUND OF PERSONNEL ADMINISTRATION IN THE

DOMINICAN REPUBLIC
6.1 Background of personnel administration in the
SUSTAINANT.....................................................................................................................1
ADVISORS:.........................................................................................................................1
ADVISORS:.........................................................................................................................3
INDEX..............................................................................................................................4
P. No.................................................................................................................................4
To my parents:............................................................................................................13
To my parents:............................................................................................................14
To my brothers:...........................................................................................................15
To my parents:............................................................................................................20
To my parents:............................................................................................................21
To my brothers:...........................................................................................................22
To our teachers, especially Lic. José Eduardo Almonte.............................................22
1.1 Origin and evolution of Human Resources.....................................................26
1.2 Definition of Human Resources Management................................................28
1.3 Other definitions of Human Resources management......................................29
1.4 More definitions of Human Resources Management:.....................................30
2.1 Fundamentals of Human Resources Management..........................................32
2.2 Problems of Human Resources Management Today ......................................36
9
2.3 Human Resources Management Activities......................................................38

2.4 Transition from Personnel Management to Human Resources Management. 39
3.1 Implementation of a Human Resources Management System........................41
3.2 Organization of the Human Resources Department........................................42
4.1 Functions of the Human Resources Department.............................................44
4.3 The Human Resources Department as a line or staff......................................47
4.4 Composition of the Human Resources Department........................................48
Department.................................................................................................................49
4.6 Contribution of the Human Resources Department to companies.......................53
5.1 Conceptualizations from Authors' Literature..................................................55
5.2 Concept and Category...........................................................................................58
DOMINICAN REPUBLIC............................................................................................61
6.2 Personnel Administration in the Dominican Private Sector............................69
6.3 Situation in the Public Sector..........................................................................71
6.4 Situation in the Private Sector.........................................................................73
6.5 Perspectives in the Public Sector.....................................................................73
6.6 Perspectives in the Private Sector....................................................................74
7.1 Brief History of the Technological University of the South............................76
Purposes :....................................................................................................................77
Beginning....................................................................................................................77
7.2 Evolution of the Technological University of the South......................................78
Table No. 2.................................................................................................................82
Table No. 3.................................................................................................................83
Table No. 4.................................................................................................................84
Table No. 5.................................................................................................................85
Table No. 6.................................................................................................................86
Table No. 7.................................................................................................................87
Table No. 8.................................................................................................................88
Table No. 9.................................................................................................................89
Table No. 10...............................................................................................................90
1
0

....................................................................................................................................91
Table No. 1.................................................................................................................91
Table No. 2.................................................................................................................92
Table No.3..................................................................................................................93
Table No.4..................................................................................................................94
Table No. 5.................................................................................................................95
Table No.6..................................................................................................................96
Table No. 7.................................................................................................................97
TECHNOLOGY............................................................................................................97
Table No.8..................................................................................................................98
TECHNOLOGY............................................................................................................98
Table No. 9.................................................................................................................99
Table No. 10.............................................................................................................100
QUESTIONNAIRE ADDRESSED TO EMPLOYEES..............................................111
QUESTIONNAIRE APPLIED TO UTESUR EMPLOYEES.....................................112
TECHNOLOGICAL UNIVERSITY OF SANTIAGO -UTES A-.................................114
ADVISORS:.....................................................................................................................114
INDEX..........................................................................................................................115
PROBLEM FORMULATION:....................................................................................119
PROBLEM STATEMENT:.........................................................................................121
1
1
GOALS:....................................................................................................................122
General objective:.....................................................................................................122
Specific objectives:...................................................................................................122
JUSTIFICATION:........................................................................................................123
BACKGROUND OF THE RESEARCH.....................................................................124
HYPOTHESIS..........................................................................................................125
METHODOLOGY...................................................................................................126
Empirical:.................................................................................................................126
Historical Method:....................................................................................................127
Analytical Method:...................................................................................................127
Descriptive Method:.................................................................................................127
4):- Empirical Level Method:...................................................................................127
Sample:.....................................................................................................................128
WORK SCHEME.........................................................................................................129
CHAPTER VII VIIBRIEF HISTORY OF THE UNIVERSITY.............................130
SOUTHERN TECHNOLOGY.................................................................................130
ANNEXES.
1
2
DEDICATION
To you my God “King of Kings and Lord of Lords”
I dedicate all my effort to you to be the light that has always illuminated my life,
to make my burden less heavy, because you have been with me in all the moments of my
life, always guiding me along good paths. I love you my god
To you my daughter Jhuanny

For being part of me and being what I love most in the world, and being the most
precious treasure that God gave me, because I want you to read this throughout your life
and see that you have always been a source of inspiration and for this to serve you
example in your life, and that you value the effort I have made so that you always feel
proud of your father. I love you, my pretty girl
1
3
To my parents:
Nicolás Mariñez and Santa Eduvirgen Báez, because without the favor of God
and your disposition I would not even have been born, to you my old man who, in the
absence of my mother, became a support for me, and what I am today, and to you My
mother, I hope you enjoy your son's triumph in heaven. Thank you for choosing such a
good father for me. I love you both
To my friends and cousins:

Cesario, Sandy, Miky, Ismael, Janci, Keilin, Minguito, Ismelda, Néstor,
Reyita, Yuderca, and especially to Bernardo Sencion and Francisco Ramírez because
they always believed in me. Thank you from the bottom of my heart.
To all those who in some ways have been part of the realization of this project
Thanks from the Soul.
1
4
THANKS
To my almighty God:
To you, beloved heavenly father, for having given me the breath of life, gifts,
talents, wisdom and treasures of knowledge, also for giving me the opportunity to reach
the measure of my creation because without it I would not have been able to develop the
intellect and the ability to reach the success, because in the most difficult moments of this
entire path he held me in his arms with his infinite power and his immense mercy and his
great love. To you my beloved God a million thanks.
To my parents:
To you Nicolás Mariñez, because you have always been the best father in the
world, for helping me with your support in each of my projects and things I do, because
you were a father and mother and in my life I have no way or way to thank God for father
that I have
1
5
To you, Saint Eduvirgin, because you had the audacity to fear me in your womb
for those 9 months, because you gave me everything you could in just those 5 years that
we were able to share, because even if your body is not among us, your memory, love and
example It has served as support in my life, thank you mom, wherever you are, rejoice in
your son's triumph. I love them
To my brothers:
Julito, Danilo, Tago, Melin, José, Esteban, tingo and morena, because I have
always had the unconditional support of each of you, thank you from the bottom of my
heart for always trusting me. Thank you for your support
To the Technological University of Santiago (UTESA)

By April its doors open to thousands of young people and adults in the country so
that they have the opportunity to continue their path to success.
To our teachers, especially Lic. José Eduardo Almonte
For being a source of inspiration from the beginning of the master's degree to the
end of it, for sharing his knowledge with us.
To my fellow students:
To all of you who shared this task with me, and especially to three people who
without your support I would not be completing this master, Mercedes J. Pérez, Carmen
C. Santana and Nicolás Martines. Thanks from my heart.
Juan
1
6
INTRODUCTION
People in an institution are organized to fulfill different roles depending on the
place they occupy in the process of transforming goods and services; The technological
university of the south has a staff of administrative and academic employees who carry
out work that can be defined as commendable in the preparation of the human resources
required by the province of Azua and the Southwest Region of the country.
In this dimension, carrying out responsible research work, complying with the
requirements and methodological demands of the Technological University of Santiago
for the master's level, deserves systematic efforts that plan to reach the depths of the
problems under investigation as in this time. is being worked on.
With this research: Study on the management of human resources at the

Universidad Tecnológica del Sur in the year 2007-2008, it turns out to be a great
opportunity to, in addition to the application of a systematic, rigorous methodology,
1
7
propose tools that can shed light to the team that manages human resources in this
organization, to the extent that they can apply policies that allow higher levels of
performance in the production of goods and services of the institution in the immediate
future; This university will be able to clearly and precisely know the characteristics of its
staff and, through process-based administration, increase performance in its daily tasks.
It is obvious to explain that the organization that will be studied will be able to
obtain an evident proposal linked in a comparative way of what its human resources
organization mechanisms have been and what will be presented in the form of
management reengineering with this research.
This research is structured as follows:
• The first part contains the logical and methodological aspects.
• In a second space, the fundamentals relating to the management of Human

Resources, first chapter, are harmoniously placed.
• The second chapter presents the specific foundations of Human Resources
management.
• The third chapter covers everything related to the meaning of a Human Resources
management system.
• In the fourth section of the research work, the aspects that concisely describe the
various functions of the department are discussed.
• The fifth chapter deals with special aspects reported with the vision of diverse
authors, with high relevance in the area.
• Chapter VI provides a specific description of administration and Human
Resources in the form of background information linked to the problem under
study in the Dominican Republic.
• In chapter seven a summary is made in the form of a historical review of the

Universidad Tecnológica del Sur (UTESUR).
1
8
• In this final chapter eight, the research work is presented and analyzed critically
and objectively in its theoretical aspects and empirical foundations, containing
recommendations, bibliography and annexes.
1
9
DEDICATION
To you my God “King of Kings and Lord of Lords”
I dedicate all my effort to you to be the light that has always illuminated my life,
to make my burden less heavy, because you have been with me in all the moments of my
life, always guiding me along good paths. I love you my god
To you my daughter Jhuanny

For being part of me and being what I love most in the world, and being the most
precious treasure that God gave me, because I want you to read this throughout your life
and see that you have always been a source of inspiration and for this to serve you
example in your life, and that you value the effort I have made so that you always feel
proud of your father. I love you, my pretty girl
2
0
To my parents:
Nicolás Mariñez and Santa Eduvirgen Báez, because without the favor of God
and your disposition I would not even have been born, to you my old man who, in the
absence of my mother, became a support for me, and what I am today, and to you My
mother, I hope you enjoy your son's triumph in heaven. Thank you for choosing such a
good father for me. I love you both
To my friends and cousins:

Cesario, Sandy, Miky, Ismael, Janci, Keilin, Minguito, Ismelda, Néstor,
Reyita, Yuderca, and especially to Bernardo Sencion and Francisco Ramírez because
they always believed in me. Thank you from the bottom of my heart.
To all those who in some ways have been part of the realization of this project
Thanks from the Soul.
2
1
THANKS
To my almighty God:
To you, beloved heavenly father, for having given me the breath of life, gifts,
talents, wisdom and treasures of knowledge, also for giving me the opportunity to reach
the measure of my creation because without it I would not have been able to develop the
intellect and the ability to reach the success, because in the most difficult moments of this
entire path he held me in his arms with his infinite power and his immense mercy and his
great love. To you my beloved God a million thanks.
To my parents:
To you Nicolás Mariñez, because you have always been the best father in the
world, for helping me with your support in each of my projects and things I do, because
you were a father and mother and in my life I have no way or way to thank God for father
that I have
2
2
To you, Saint Eduvirgen, because you had the audacity to fear me in your womb
for those 9 months, because you gave me everything you could in just those 5 years that
we were able to share, because even if your body is not among us, your memory, love and
example It has served as support in my life, thank you mom, wherever you are, rejoice in
your son's triumph. I love them
To my brothers:
Julito, Danilo, Tago, Melin, José, Esteban, tingo and morena, because I have
always had the unconditional support of each of you, thank you from the bottom of my
heart for always trusting me. Thank you for your support
To the Technological University of Santiago (UTESA)

By April its doors open to thousands of young people and adults in the country so
that they have the opportunity to continue their path to success.
To our teachers, especially Lic. José Eduardo Almonte

For being a source of inspiration from the beginning of the master's degree to the
end of it, for sharing his knowledge with us.
To my fellow students:
To all of you who shared this task with me, and especially to three people who
without your support I would not be completing this master, Mercedes J. Pérez, Carmen
C. Santana and Nicolás Martines. Thanks from my heart.
2
3
Juan
2
4
INTRODUCTION
People in an institution are organized to fulfill different roles depending on the
place they occupy in the process of transforming goods and services; The technological
university of the south has a staff of administrative and academic employees who carry
out work that can be defined as commendable in the preparation of the human resources
required by the province of Azua and the Southwest Region of the country.
In this dimension, carrying out responsible research work, complying with the
requirements and methodological demands of the Technological University of Santiago
for the master's level, deserves systematic efforts that plan to reach the depths of the
problems under investigation as in this time. is being worked on.
With this research: Study on the management of human resources at the

Universidad Tecnológica del Sur in the year 2007-2008, it turns out to be a great
opportunity to, in addition to the application of a systematic, rigorous methodology,
propose tools that can shed light to the team that manages human resources in this
organization, to the extent that they can apply policies that allow higher levels of
2
5
performance in the production of goods and services of the institution in the immediate
future; This university will be able to clearly and precisely know the characteristics of its
staff and, through process-based administration, increase performance in its daily tasks.
It is obvious to explain that the organization that will be studied will be able to
obtain an evident proposal linked in a comparative way of what its human resources
organization mechanisms have been and what will be presented in the form of
management reengineering with this research.
This research is structured as follows:
• The first part contains the logical and methodological aspects.
• In a second space, the fundamentals relating to the management of Human

Resources, first chapter, are harmoniously placed.
• The second chapter presents the specific foundations of Human Resources
management.
• The third chapter covers everything related to the meaning of a Human Resources
management system.
• In the fourth section of the research work, the aspects that concisely describe the
various functions of the department are discussed.
• The fifth chapter deals with special aspects reported with the vision of diverse
authors, with high relevance in the area.
• Chapter VI provides a specific description of administration and Human
Resources in the form of background information linked to the problem under
study in the Dominican Republic.
• In chapter seven a summary is made in the form of a historical review of the

Universidad Tecnológica del Sur (UTESUR).
• In this final chapter eight, the research work is presented and analyzed critically
and objectively in its theoretical aspects and empirical foundations, containing
2
6
recommendations, bibliography and annexes.

CHAPTER I
THEORETICAL FOUNDATIONS ON THE MANAGEMENT OF

HUMAN RESOURCES.
1.1 Origin and evolution of Human Resources

After the industrial revolution and the entry of Feudalism in the United States in
the first decades of the 20th century, the first theories about the importance of Human
Resources appear, as a Science that supports industrial development and improves
organizations.
Due to the poor human conditions that the workers of these times faced (long
hours, low salaries, lack of social security), several elements appear that begin to promote
the development of the Science called Human Resources.
It was born in the private sector at the dawn of the 20th century, and until the end
of the 19th century these functions were assigned in certain companies to an office
worker, who, according to some authors, was the first personnel “specialist.” Their work
2
8
was limited to supervising and controlling simple personnel registration and payroll.
The first personnel department established in the United States, in its modern
conception, emerged in 1912. Later, in 1915, a university-level training program for
managers and employees was started.
Between the years of 1910 - 1915, a job classification and evaluation program
was developed in the City of Chicago in the United States. Later, in 1924, other
evaluation plans were developed by Merrill R. Lott.
Comment the authors, Chruden and Sherman: “By the beginning of the 1920s,
therefore, the field of management and personnel was quite well established and a
personnel department already existed in many of the largest companies and government
organizations.” .
Starting in the first decade of the 20th century, several attempts to transplant the
provisions of the United States Civil Service began in Latin America.
It is necessary to note that in the majority of Latin American countries, where due
to various circumstances the United States exercised its military or civil authority,
legislation was passed in the sense of instituting public personnel administration systems.
Such systems, regardless of ignoring the social, economic and cultural values of
the nations where they were applied, did not receive due support from public opinion, all
of which made them inoperative.
The true advance of personnel administration took root in 1930, when the modern
conception of human relations and technical development of the main processes and
elements of personnel administration emerged, administrative positivism was born here.
2
9
Countries considered economically and socially advanced have generally fostered

adequate personnel systems, both in the private and public sectors. However, in other,
less advanced countries, the opposite has happened; The beginning of the development of
personnel techniques has not yet occurred, with the most archaic methods for personnel
management prevailing.
1.2 Definition of Human Resources Management

“Starting from the concept of management as the action and effect of managing,
and understanding managing the performance of diligence aimed at serving a business or
business benefit, and taking people as the active resources of organizations, Resource
Management Humans constitute the set of activities that put into operation, develop and
mobilize the people that an organization needs to achieve its objectives.
From this definition the following follows:

1. All active members of the company are involved in the Human Resources
Management process, understood as: general management with management
tasks, employees with the negotiation of a contract, and staff representatives.
2. To put the people of an organization into operation, we need to define personnel
policies and articulate social functions considering the objectives of the
organization. (Strategic Premise)
3. But methods are also needed to obtain, preserve and develop these Human
Resources. (Operational Premise)
4. All of this cannot be carried out without the help of administrative, regulatory and
instrumental instruments. (Logistics Premise).
This should be the usual procedure, normally the operational processes should be
based on the strategy and generate the logistical tasks.
But in many companies, administrative work appears as a consequence of legal

rules or processes structured by techniques.
3
0
Furthermore, current logistics today is the response to the uncertainty of daily

activity with reflexes, both tactical and strategic. (Ordóñez, 2005, P. 114).
The adoption of a procedure or other index in resource management, because if in

the first case it is considered that the organization is in charge of defining a strategy, that
is, defining personnel policies and articulation of social functions, and, for them It uses
methods that result in administrative, regulatory and instrumental tasks, necessarily in this
case the organization will be concerned with integrating personal objectives and will be
concerned with their individual projects and professional trajectories.
But if you opt for the second procedure in which the regulatory and instrumental
tasks are most often the result of methods established in advance, which may or may not,
depending on the urgency with which it is presented, lead to personnel policy and
articulation of personnel policies, the organization will prioritize its own objectives,
trying to guarantee the social climate and balance that is required, while developing its
results, potential and flexibility.
The problem in Human Resources would consist of giving priority to the

objectives of the organization or to employees.
1.3 Other definitions of Human Resources management
• It is one that pursues the satisfaction of organizational objectives with a structure

and a coordinated effort. For the organization to achieve its objectives, it requires
material and technical resources, as well as human resources, which include
factors such as knowledge, attitudes, skills and potential.
• Human Resources Management is conceived as a series of decisions about the

relationship between employees that influences their effectiveness and the
organizations. The increase in the production capacity of labor is acquired with
training, education and experience whose capabilities make it potentially
3
1
competitive.
• Human Resources Management is one that helps organize, plan, and control
techniques capable of promoting the efficient performance of personnel at the
same time that the organization represents the means that supplies people and
collaborates with them to achieve their objectives. (Ordóñez, 2005, p. 4)
1.4 More definitions of Human Resources Management:

Human Resources management can be one of the processes that makes up the
Macro process of any company. The fundamental objective of a company's Human
Resources Management System (HRMS) is to provide the company with sufficient
personnel both in quantity and with the required quality (skills) at the right time and with
sufficient motivation.
But what happens when process management is not implemented?

The objective of the HRMS can be met: but apparently the functional management
approach is not capable of reacting in time to changes in the needs and/or expectations of
clients. Who can assure us that we are developing in workers the appropriate
competencies that are required to achieve a product or service capable of satisfying
customers? Who assures us that the company is capable of determining the needs of the
internal client, that is, the workers who work there, if it does not see them as such, if it
does not see them as part of a process?
The inclusion of the Human Resources process or processes within process

management is necessary at times when the differentiation between companies is no
longer made by technology but by man, his skills and the development of human capital.
Process management guarantees determining the correct competencies that

workers must have or develop. Among the Activities that include Human Resources
management, there is training. What happens if we develop one or more competencies in
a certain worker or group of workers? that are no longer what the company, process,
3
2
activity or task needs to satisfy the new customer needs?
Company Design: Allows you to design the company by defining each Job
Position and entering the data of the workers who work in the company.
Processes: It is the most important of the other modules because it is the basis of
the other modules, its fundamental objective is the identification and control of the
processes, which it does through a tree-shaped interface with options that allow the user
to add or eliminate elements as well as the definition of indicators for process control.
Personnel Selection: Allows you to reflect the fundamental data of the different
Personnel Selection processes carried out in the company based on the identified
processes.
Hazards in the Workplace: Allows you to define and assess the Dangers and Risks
of each workplace and by process.
Work Accidents: Allows you to record data related to work accidents that occurred
in the company.
Suggestion System: Allows you to record data related to a Suggestion System

Implemented in the Company.
Organizational Climate Diagnosis : Allows you to record the results of the

different Organizational Climate Diagnoses using the OLARIS Tool.
Training: Allows you to record the aspects related to the activities of

training of each worker.
Personnel Inventory: Allows you to search for data relating to Worker.

CHAPTER II
FUNDAMENTALS OF RESOURCE MANAGEMENT

HUMANS
2.1 Fundamentals of Human Resources Management
The context of Human Resources management is made up of people and
organizations. It is considered that people depend on organizations that work to achieve
their personal and individual objectives, while they work to achieve their own objectives
such as profitability, quality and productivity.
It has been proven that if the organization wants to achieve its objectives in the
best possible way, it must know how to channel people's efforts so that they also achieve
their individual objectives and both parties benefit. This requires participation, negotiation
and synergy of efforts. (Peretti, 1997. Q. 52).
When organizations are existing they tend to grow, or at least survive.
Growth requires greater complexity in the resources necessary to execute

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operations, and the need to intensify the application of knowledge, skills and abilities
essential to maintain the competitiveness of the business is generated; This ensures that
material, financial, and technological resources are used effectively and efficiently, and
that people represent the competitive difference that maintains and promotes
organizational success.
People provide skills, knowledge, abilities and skills along with their ability to
learn a certain level of performance; organizations must impose defined responsibilities
on the individual.
Some within their current capacity or below that require medium or long-term
learning.
Development programs for Managers tend to be longer than those for operational
employees. Rather than seeking the development of specific skills to efficiently perform a
certain position, this type of program deals with the broad development of skills,
knowledge, perfections and personality traits that are considered essential for the present
and future performance of The management.
One of the greatest difficulties in the development of managers is the absence of

prior knowledge regarding the skills that a manager must possess to be effective.
In most organizations, the manager is responsible for the performance of his

subordinates and their evaluation.
The performance of the personnel is the responsibility of the manager or

supervisor, with the accessory of the Human Resources management body that establishes
the means and criteria for such evaluation that the manager or supervisor does not have
the specialized knowledge to project, maintain and develop a systematic plan of personnel
evaluation, which is why the personnel management body with the Staff function is used.
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The private company faces free market competition and a substantial increase in
the cost of labor, which is why it has been forced to plan the personnel administration
policy in order to achieve satisfactory working conditions that at the same time produce
an increase quantitative in production.
The degree of complexity existing in organizations is not only the result of their
own internal dynamics, but above all their relationships with the environment, which must
be multifaceted fluids. In fact created to respond to the demands of countless groups and
organizations in that environment.
To carry out the activities, the company needs material and human resources that
they usually have in that environment and their reason for permanence is to serve as
support and support for the multiple activities carried out in that environment.
Through a job study, information is gathered regarding the qualities that a person
must have to perform the position.
It includes information regarding the physical conditions of work, work hours, and
the social and organizational context.
The job description is a written statement that specifies the activities and
responsibilities inherent to the position, to obtain information from the applicant in the
selection, some of the most important selection instruments are:
• Interview: it is the most used medium and on which organizations depend.
• Typical written test: These are tests of intelligence, attitudes, abilities and
interests, tests of mechanical and special capacity, accuracy and
perfection.
• Performance simulation test: These are designed to evaluate the administrative

potential of a candidate.
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• Personal tests: they are the most difficult to evaluate and use, they are used to
measure the abilities, basic aspects of the applicant's personality, such as stability
and motivation, personality tests are projected, the people who undergo the tests
An ambiguous stimulus is presented.
• Validity test: basically refers to the demonstration that those who do well on the
test will also do well in employment.
Intelligence or other attitudes can predict performance, but the skills that
contribute to performance differ depending on the candidate's stage of the learning
process. Putting it to the test before starting the information can help ensure that they
achieve good results, it has been shown that work demonstration tests can predict
willingness to train in the short and long term. (Peretti, 1997, P. 68 )
The changes that are occurring worldwide and that shape the future scenarios in
which organizational activities are developed, currently have great significance for
society. Opposing modernism in public and private institutions is denying technology and
scientific advancement to organizations.
Today we talk about a new competitive world order based on knowledge and the
efficiency channel of Human Resources, which will depend on constant training to
improve competitiveness and to ensure optimal functioning.
The company only begins to operate when the people in charge of performing
specific tasks and carrying out required activities occupy repeated positions.
One of the fundamental problems of every company is recruiting, selecting and

training people with resources in which they can perform their jobs. One way to fill these
jobs is to employ a group of people who do have the necessary skills to occupy said
function.
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The leader carries out a series of activities related to his tasks and the unity of the
group.
The leader comes to the conclusion that the groups that operate need someone to
perform two basic functions, which are: The functions related to the tasks or the search
for solutions to the problem and the functions to keep the group united to achieve the
objectives. .
2.2 Problems of Human Resources Management Today .
In general, Human Resources management faces the following problems:
• There is no link between the organization's strategy and that of Human Resources.
• Lack of Human Resources policies in most companies.
• Human Resources management does not exist as a system.
• The activity of Human Resources is underestimated, seeing it as an administrative
function with a reactive nature.
• Lack of vision about the strategic role of Human Resources managers.
• Low academic level of the office holders which affects their activities.
• The current regulations do not correspond to the current changes,
There is still bureaucracy in labor legislation.
• The functions of the Human Resources area are not properly defined and functions
are assigned to the activity.
• Human Resources activity is considered an unattractive and non-prioritized area.
• Human Resources functions are assumed only as an activity of the area
Based on the above, the main problems faced by Human Resources management by
area are presented:
1) Human Resources Planning:
• There is no strategic planning of human resources.

• The planning is at the level of covering templates and has no future projection.
• Obsolete and rigid charge qualifiers.
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•
Poor design of jobs.
2) Recruitment and staff selection:
• The recruitment process is not carried out or is inefficient.

• Little use of internal recruitment sources.
• Inefficient selection process
Poor and inadequate selection technique.

3) Induction:
• The induction process is poor and in many cases it is only carried out for
recent graduates.
• Conventional methods of the trial period are applied.
4) Training and Development:
• There is no adequate training plan for Human Resources seen as an investment

to achieve objectives.
• Training is not in line with development.
• There is no strategy or training plan for the performance of the job.
• Lack of vision of managers regarding the importance of training.
5) Remuneration and Compensation:
• The salary policy does not correspond to the demands of current times.
• Little staff stimulation and recognition.
• The salary does not correspond to the level of responsibility.
• Lack of effective stimulation systems.
• Traditional remuneration methods are applied.
• Inconsistent salary policies, not in accordance with the content of the job.
6) Performance evaluation:
• The evaluation is formal and schematic and is only carried out by technical
staff.
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• The system emphasizes evaluating results and the payment system.

• The evaluation does not consider performance competencies.
7) Employee Attention:
• Unsuitable working conditions.

• Poor attention to the employee, not only material, but also moral and social
recognition. (Puchol, 2000, P. 27)
2.3 Human Resources Management Activities

These activities represent the actions that are learned to provide and maintain an
adequate workforce in the organization, these are the following:
Planning: It is when the organization grows to exceed a basic number of

employees, a technique is put into action that allows the future needs of personnel to be
foreseen. Knowing the future needs of the company, recruitment is carried out, the
objective of which is to obtain a sufficient number of suitable people who submit
applications to fill bacchantes. (Puchol, 2000, P. 92)
Development: It frequently happens that the number of employees will be

unaware of basic aspects and functioning of the position and the organization, which is
why induction and training for the position is required. Likewise, the Human Resources
needs of the organization can be satisfied by developing employees. current employees.
Evaluation: In order to know the performance of each person, they are evaluated.
The evaluation not only indicates the contribution and reliability of Human Resources
activities, it may also indicate that there is a deficiency in relations with personnel.
Compensation: The contribution made by employees produces compensation.

This compensation takes the form of salaries and wages, extralegal benefits, which the
company can decide, granting, for example, a longer vacation period than that provided
by law, the company can use communication and accessory techniques to maintain a high
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level. performance and solution.
Control: Even though Human Resources activities seem

To perform satisfactorily, departments apply controls to evaluate their effectiveness and
ensure continued success.
2.4 Transition from Personnel Management to Human Resources Management

Thanks to the advances made in the field of scientific administration and the
creativity of various unions, during the first decades of the last century, personnel
departments gradually replaced the old labor welfare secretaries.
The new personnel departments contributed to the effectiveness of the

organization by maintaining salaries at appropriate levels, selecting candidates for certain
positions, and handling complaints of various types.
These personnel departments were also responsible for negotiating with unions
and seeking to resolve various personnel needs.
However, these personnel departments were not considered essential to the

organizations of which they were a part. They would often serve as informational
resources for the organization's executive resources to make decisions.
At the beginning of the century, finance, production and sales were considered
much more important than the administrative aspects of Human Resources, as their
responsibilities and contributions increased, the importance of personnel departments also
grew.
Increasingly, personnel departments are showing an active interest in planning the

careers of their employees. Personnel departments carry out this function because their
Human Resources plans allow them to know the future needs of the organization, as well
as the opportunities that this will mean.
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The performance evaluation process, in addition to being an essential element for

decision making, provides vital information regarding the way in which an organization's
Human Resources are managed.
Performance evaluation serves as an indicator of the quality of the work of the

personnel department. If the evaluation process indicates that low-level performance is
frequent in the organization, many employees will be excluded from promotion and
transfer plans, the percentage of personnel problems will be high, and the level of
dynamism of the entire company will be low.
High levels of underperforming employees may indicate the presence of errors in

various facets of personnel management. It is possible that Human Resources
development does not correspond to professional promotion plans, because candidates are
not appropriately selected. The sources of error are multiple and require careful inspection
of every function performed by the personnel department.
Maintaining an effective force requires more than fair pay and adequate work
facilities. Employees need motivation and the Human Resources department is partially
responsible for ensuring staff satisfaction with their work.
Individual problems and interpersonal problems in the organization may lead to

the need to establish incidents or apply disciplinary measures. In this area, the Human
Resources administrator can provide specific accessories for the managers of the different
areas.
When incentive levels, motivation and other aspects are not carried out
adequately, conflicts can arise within the organization;
Personnel departments that manage to be efficient and effective opt for a practical
style of Human Resources management.
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CHAPTER III
IMPLEMENTATION OF A QUALITY MANAGEMENT SYSTEM

HUMAN RESOURCES.
3.1 Implementation of a Human Resources Management System
To achieve quality of services and exceed customer expectations, it is necessary
for companies to adequately manage Human Resources, a task with a long way to go,
since the areas of Human Resources are still young in our country, since until recently We
still rarely talked about personnel departments that only managed payroll, contracts, and
social security. (Rodriguez, P. 63)
It is possible to take advantage of the work done to date in companies, but to

advance in the Human Resources management system, it is necessary to specify the
following aspects in advance:
• Policy . The company's management must define a Human Resources policy that
sets intentions and principles to establish objectives and goals.
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• Structures and Responsibilities . The mission, responsibilities, functions, tasks and

hierarchical relationships of the people in the Human Resources department who
work with the Human Resources management system must be defined and a
management representative must be appointed.
• Planning . It is essential to quantify, among others, the resources that will be

needed to implement the Human Resources management system.
• Implementation . The organization must identify and document all its

processes regarding the management of the Human Resources system, taking
as reference the life cycle of the employee in the company.
• Control of actions. A system must be established that allows measuring and

supervising the results of the actions carried out by the Human Resources
department, so that they can be measured and thanks to this it is possible to
detect errors or deviations in order to correct them.
• System Evaluation. It is advisable to articulate mechanisms that allow monitoring

of the Human Resources management system itself to achieve continuous
improvement of its effectiveness and efficiency.
To implement a human resource management system, the department must

analyze the organizational structure of the company, analyze and describe the jobs, define
the competency profiles, value the jobs, carrying out an inventory of existing resources
and determine the needs of the same. (Rodríguez,2006, P. 63)
3.2 Organization of the Human Resources Department

Human Resources Administration consists of planning, organization, development
and coordination, as well as control of techniques, capable of promoting the efficient
performance of personnel, while the organization represents the means that allows the
people who collaborate in it achieve individual objectives related directly or indirectly to
work."
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It means conquering and keeping people in the organization, working and giving
their best, with a positive and favorable attitude. It represents all those things that make
staff stay in the organization.
"Currently, personnel selection techniques have to be more subjective and more

refined, determining the requirements of Human Resources, increasing the most effective
sources that allow us to reach the ideal candidates, evaluating the physical and mental
potential of the applicants, as well as their aptitude for work, using a series of techniques,
such as interviews, psychosometric tests and medical examinations."
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CHAPTER IV
FUNCTIONS OF THE HUMAN RESOURCES DEPARTMENT

4.1 Functions of the Human Resources Department
The Human Resources Department is essentially services. Its functions vary
depending on the type of organization to which it belongs. In turn, it advises, it does not
direct its managers, it has the power to direct the operations of the departments.
Among its essential functions we can highlight the following:
1. Describes the responsibilities that define each job position and the qualities that the
person who occupies it must have.
2. Evaluate staff performance, promoting leadership development.
3. Recruit the right personnel for each position.
4. Train and develop programs, courses and any activity that aims to improve the
knowledge of staff.
5. Provide psychological help to your employees in order to maintain harmony

between them, and also seek solutions to the problems that arise between them.
6. Keep track of employee benefits.

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7. Distributes new or revised Human Resources policies and procedures to all

employees through newsletters, meetings, memos, or personal contacts.
8. Oversee the administration of testing programs.
9. develop a personal competency-based framework.
10. Guarantee diversity in the workplace, as it allows the company to succeed in

different national and global markets
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4.2 Redefining and restructuring the Human Resources function, in a clear

comparison of what this Department was yesterday and what this Department is
today.
Human Resources Yesterday Human Resources Today

Role Political, centralized Decentralized; member of the
management teams of each
division
Recruitment and selection of Places advertisements, Predict future personnel and

directs
personnel capability requirements that
interviews and check
support the strategic plan.
references
Develop
programs to be an attractive
place to work.
Remuneration Transactional and Design equitable action plans

administratively focused. that link remuneration with
Practices incoherent the
Inside the company divisional performance of the
company.
Development executive and Informal and depends on ID of

individual each manager organizational competencies
and
individual clue that
support thecompany;
plans to hire them
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Employee Erratic and Incoherent Communication and action

plans: vision, values
plans
Politics and procedures Rigid, but many rules are Guidelines linked to business
broken trends and emerging issues.
4.3 The Human Resources Department as a line or staff

"The bodies that apply to the creation and distribution of that product or service,
which is what the company does, carry out the basic activity of the organization, these are
the line bodies, what the Human Resources Administration takes care of is a staff organ."
The Role of Line Management: With the shift in HR functions, online management
is expected to perform many traditional HR activities. This is possible through the
automation of Human Resources tools and processes.
Line managers are expected to: Do more interviewing and hiring themselves,
rather than relying so much on HR staff. Encourage change and support employees long-
term in the process, communicate business vision and direction, explain change needs, and
continually reinforce and support new guidelines.
Manage results-based management systems: Recognize the need for restructuring

and reengineering, and put the process in motion. Track business and HR indicators that
measure the effectiveness of a strategy in the company.
Share responsibilities with company HR in executive and employee development

and succession planning, ensuring that all employees are offered opportunities to develop
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their skills and competencies.
Human Resources Administration for each of its bosses has a line responsibility,
however, for the rest of the company it has a staff function. This function is given for the
advisory and consulting departments, which only give recommendations on how to
improve the functioning of a department x; example production; to their bosses or
managers, but they never give orders, they do not set the decisions that managers must
make, nor present the company's policies, they only give recommendations; For this
reason, the HR department is a staff department within the company.
Between the managers of line departments and those of staff, there will always be
the mishap that the former understand that the latter are giving them orders on how to run
their department. This problem will only have a solution when line managers understand
that HR managers (staff) are only there to help them and provide recommendation
services, which serve to improve the production process and solve the problems that arise.
4.4 Composition of the Human Resources Department.

The Human Resources Department is made up of the following areas: Personnel
Recruitment
1. Selection
2. Design, description and analysis of positions
3. Human performance evaluation
4. Compensation
5. Social benefits
6. Health and safety at work
7. Staff training and development
8. Labor Relations
9. Organizational development
10. Database and Information Systems
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11. Human Resources Audit
Department.
1-Personnel Recruitment
Organizations try to attract individuals and obtain information about them to
decide on the need to admit them or not.
Recruitment : It is a set of procedures that tend to attract potentially qualified

candidates capable of occupying positions within the organization.
"It is a fundamental activity of an organization's Human Resources management

program. Once the HR needs and job requirements have been finalized, a recruiting
program can be launched to generate a pool of potentially qualified candidates. These
candidates may be obtained through internal or external sources." This is how Human
Resources sources are called recruitment sources since they become targets on which
recruitment techniques will affect.
Recruitment is basically a market communication process: it requires information

and persuasion. Initiation of the recruitment process depends on the line decision. As
recruitment is a staff function, its actions depend on an online decision, generally called
employee requirements or personnel requirements.
The recruitment function is to supply the selection of candidates. It is an activity

that has the immediate objective of attracting candidates, to select future participants in the
organization.
Recruitment begins from data regarding the present and future needs of the
organization's Human Resources.
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2- Selection
The selection process includes both gathering information about job candidates and
determining who should be hired.
Human Resources recruitment and selection should be considered as two phases of

the same process. The selection task is to choose among the candidates that have been
recruited, the one who has the greatest chance of fitting the vacant position.
Human Resources selection can be defined as the choice of the right man for the
right position, or among the recruited candidates, those most suitable for the existing
positions in the company, with a view to maintaining or increasing the efficiency and
performance of the personnel.
The selection tries to solve two basic problems:

a. The suitability of the man for the position
b. The efficiency of the man in charge
3- Design, description and analysis of positions
The job description is a written statement that defines the duties and conditions
related to the position. Provides data on what the applicant does, how he does it, and why
he does it.
A position, Chruden and Sherman note, “can be defined as a unit of organization

that carries with it a set of duties and responsibilities that make it separate and distinct
from other positions.
It is the process that consists of determining the elements or facts that make up the
nature of a position and that make it different from all others existing in the organization.
The job description is the detailed list of the powers or tasks of the position (what
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the occupant does), the methods used to carry out those powers or tasks (how he does it)
and the objectives of the position (what he does it for). ).
Charge analysis is the process of obtaining, analyzing and recording information

related to charges. It is a process of investigation of work activities and the demands of
workers, regardless of the type or level of employment.
3-Performance Evaluation
It is an essential management technique in administrative activity.
The procedure for evaluating personnel is called performance evaluation, and
generally, it is prepared from formal evaluation programs, based on a reasonable amount
of information regarding the employees and their performance in the position.
Its function is to stimulate or seek value, excellence and qualities in someone.

Measure the individual's performance in the position and their development potential.
1. Compensation: It is given by the salary. Its function is to provide remuneration
(adequate for the service provided) in monetary value to the employee.
2. Social Benefits: "These are those facilities, comforts, advantages and services that
companies offer to their employees." These benefits can be fully or partially
financed by the company. Its function is to maintain and increase the workforce
within a satisfactory level of morale and productivity; as well as saving your
employees efforts and worries.
3. Hygiene and Safety: They constitute two closely related activities, aimed at
guaranteeing personal and material working conditions, capable of maintaining a
certain level of employee health. According to the concept issued by the World
Health Organization, health is a state of complete physical, mental and social well-
being, and not just the absence of disease. Its function is related to the diagnosis
and prevention of occupational diseases through the study and control of two
variables: man and his work environment; as well as the provision of not only
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medical services, but also nursing, first aid; full or part time; depending on the size
of the company, ethical and cooperative relations with the family of the sick
employee.
4-Training and Development

It is the area that is responsible for training the company's job holders in the short
term, as well as providing its employees with programs that enrich their job performance;
thus obtaining greater productivity of the company. Its function is that through these
programs the quality of the company's productivity processes is improved, increasing the
knowledge and expertise of an employee for the development of a certain position or job.
5-Labor Relations
It is based on the organization's policy, vis-à-vis the unions, taken as
representatives of the desires, aspirations and needs of the employees. Its objective is to
resolve the conflict between capital and labor, through intelligent political negotiation.
6-Organizational Development
"Organizational Development is based on the concepts and methods of behavioral
science and studies the organization as a total system." Its function is to improve the long-
term effectiveness of the company through constructive interventions in the processes and
structure of organizations.
Database and Information Systems: "The concept of management information

system (GIS) is related to information technology, which includes the computer or a
network of microcomputers, as well as specific programs to process data and information."
Its function is to collect, store and disseminate information, so that the managers involved
can make decisions, and maintain greater control and planning over their employees.
7-Audit
"The audit is defined as the analysis of a company's personnel policies and
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practices, and the evaluation of its current operation, accompanied by suggestions for
improvement. Its function is to show how the program is working, locating practices and
conditions that are detrimental to the company.
4.6 Contribution of the Human Resources Department to companies

Each of the departments that make up a company has something to contribute to said
organization. Among the contributions of the Human Resources Department we can
highlight:
• Influences staff behavior to achieve operational and financial results.

• It influences the care and feeding of staff.
• It influences the employee's defense.
• It influences the management of operational processes by HR.

• In the way of executing the company's strategy.
CHAPTER V
CONCEPTUALIZATIONS FROM LITERATURE OF

AUTHORS
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5.1 Conceptualizations from Authors' Literature

Chiavenato, 1998; In his book Human Resources Administration, he says that in
the last decade he has transformed, or rather, he is trying to transform the classic concept
of “Personnel Administration” with the administrative and bureaucratic burden that the
concept implies, into something modern and effective that It is usually called
Administration or Human Resources Management
According to the book Reinventing Human Resources Changing Roles to Create a

High-Performance Organization, by the author: Margaret Butteris, the purpose of Human
Resources is to hire and transfer personnel, maintain reports, and manage salaries and
benefits.
Other objectives are:

1. Create, maintain and develop a contingent of Human Resources with the ability
and motivation to achieve the organization's objectives.
2. Develop organizational conditions of application, execution, full satisfaction of
Human Resources and achievement of individual objectives.
3. Achieve efficiency and effectiveness with available Human Resources.
4. Contribute to the success of the company or corporation.
5. Respond ethically and socially to the challenges presented by society in general
and reduce as much as possible the tensions or negative demands that society may
exert on the organization.
6. Support the aspirations of those who make up the company.
7. Comply with legal obligations.
8. Redesign the corporate Human Resources function to turn it into a consultancy for
the company's management on hiring, training, management, remuneration,
conservation and development of the organization's human assets.
Within these objectives there are 4 types that are:

1. Corporate
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2. Functional
3. Social and
4. Personal
According to the book Reinventing Human Resources: Changing Roles to Create

a High-Performance Organization, by the author: Margaret Butteris, the role and function
of the company's Human Resources consists of the following:
Identification and development of key competencies necessary to support the

business. Once identified, strategies are put in place to develop or acquire key
competencies. The business function is also responsible for monitoring development
progress.
Executive talent development. The company's Human Resources is responsible for

the systems that identify and develop the personnel with the greatest potential throughout
the organization, preparing them, together with the current managers, to achieve present
and future business objectives, including succession planning.
Develop training and development initiatives to support common culture, values

and operating principles. Using training and development sessions as communication
vehicles to develop, implement and sustain this principle.
Development of models for the evaluation and remuneration of employees. The

company's Human Resources identifies business models for hiring, judging and
evaluating employees.
Development and implementation of performance and compensation management

policies and programs for use across all operating companies.
According to Fernando Arena 1971 Under the heading of Technical Resources,

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the systems, organizational chart procedure, and instructions, etc. are listed.
It also says that Human Resources are comprised of human effort or activity,
knowledge, experience, motivation, interest, vocation, aptitudes, potential abilities,
health, etc.
According to F. TAYLOR in his book Personnel Administration 2004 defines

incentive systems as inducing the worker to carry out the official task or position, for this
he fined those who only performed below the determined quota and rewarded those who
exceeded it.
Business management model: According to Velásquez, R. and Miguel, M. (1997)

In the development of business activity, especially in our conditions, Human Resources
are the main strategic factor and competitive advantage that an organization has, which is
why currently great importance is given to this subsystem, within the general system that
constitutes business management. Having trained, motivated and loyal personnel is a
success factor in the development of business activity.
A reflection of the attention paid to Human Resources management today is the

profusion of existing models.
Personnel selection: Personnel selection is defined as a procedure to find the man

who fills the right position.
Factors:
• The emergence of modern unionism.

• The appearance of social security.
• The increase in productivity associated with a better standard of living for the
worker.
• The emergence of a working middle class
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Given these factors, theories are beginning to develop that support the
improvement in the well-being of workers, as protection mechanisms and improvement of
society in general. It is important to highlight the contributions of Mary Parket Follet who
managed to reduce the gap between Taylor's mechanistic approach and the contemporary
approach that emphasizes human behavior. More than any other person, we owe it to her
to unite scientific administration with the group or systems approach to the solution of
administrative problems.
5.2 Concept and Category

Administration: It is the discipline that pursues the satisfaction of organizational
objectives, relying on a structure and through daily human effort.
Management Systems: A management system is a proven structure for the
management and continuous improvement of the organization's policies, procedures and
processes.
Personnel: It is the set of people belonging to a certain class, corporation or

agency.
Human resource: It is the set of human capital that is under the control of the
company in a direct employment relationship, in this case people, to resolve a need or
carry out any activity in a company.
Human capital: Set of knowledge, skills and abilities inherent to the individuals
who make up the organization.
Human talent: It is the intellectual aptitude of the men of an organization valued

by their natural or acquired ability to perform.
Resources: These are elements that, managed correctly, will allow or facilitate
you to achieve your objectives.
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Material Resources: This includes money, physical facilities, machinery,

furniture, raw materials, etc.
Human Resources Administration: It is the administrative process applied to the

increase and conservation of effort, experiences, health, knowledge, skills, etc. Of the
members of the organization and of a country in a generating sense.
Human relations: It is any interaction between two or more people.
Labor relations: This has been reserved by custom to the legal aspects of Human
Resources administration; It is frequently used associated with collective labor relations
as a synonym for the worker-employer relationship.
Personnel management: It is a phase of administration that deals with the use of

human, intellectual and physical energies, in achieving the purposes of an organized
company.
Process-Based Management: It is a sequence of activities aimed at generating

added value on an input to achieve a result, and an output that in turn satisfies the client's
requirements.
Top Management: Top management is made up of a comparatively small

number of people and is responsible for managing the entire organization. These people
are called executives. They establish operations policies and direct the organization's
interaction with its environment. Some typical senior management positions are “chief
executive officer,” “director,” and “deputy director.”
Middle Management: Middle-level managers direct the activities of lower-level

managers and, sometimes, those of operations employees. The overall responsibility of
middle management is to direct activities that serve to implement the policies of its
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organization and balance the demands of its managers and the capabilities of its
employers.
Operational or First-Level Management: First-line managers direct employees

who are not managers; They do not supervise other managers. Some examples of a first-
line manager would be the production manager or supervisor of a manufacturing plant,
the technical supervisor of a research department, and the supervisor of a large office.
Effective Communication: It occurs when an expression that corresponds to the

reality of a subject is shared with another, through understanding.
Productivity: It is the relationship between products and inputs in a specific

period with due consideration of quality.
Efficiency: It is the achievement of goals with the least amount of resources

Efficiency: It is meeting the proposed objectives
Human Resources Policy: These are rules that are established to direct functions
and ensure that they perform in accordance with the desired objectives.
Processes: Set of mutually related or interacting Activities, which transform input

elements into results.
Procedures: Specified way to carry out an activity or a Process
Indicator: It is an information medium (magnitude), so that through its analysis

decision making on control parameters is allowed.
CHAPTER VI
BACKGROUND OF PERSONNEL ADMINISTRATION IN

THE DOMINICAN REPUBLIC
DOMINICAN REPUBLIC
In the so-called Ephemeral Independence of 1821, José Núñez de Cáceres and
others prepared the Constitutive Act of the Provisional Government, in whose article 37 it
states: “No public employee may be deposed without due knowledge of the facts, and for
excesses and abuses determined by the law..." etc.
Our first Political Constitution of 1844, in its article 14 stipulated: “all

Dominicans are admissible to public employment.” With this, the democratic principle of
Equal Opportunities was established.
According to Emilio Rodríguez Demorizi, in 1981 the Government of Meriño

offered graduates of the Normal School “Preference in access to administrative positions
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that required more science and awareness.”
The author, Raymundo Guzmán, has expressed "Possibly the first official action
of significance to develop the Civil Service occurred in 1913, when the Government,
through Decree 5272, declared that state employees and officials could only be removed
for the commission of misconduct." serious or due to lack of suitability in the
performance of their duties.
During the period of the first occupation of our territory by North American
troops, the following military provisions were issued:
Executive Order No. 66 of 1917, establishing the Civil Service with the purpose
of selecting efficient personnel. Said order created a Commission, with main functions
such as those related to appointments, transfers and dismissals of public servants.
Executive Orders No. 542 and 49 of 1920, expanding the powers of the previous
one, especially in matters such as recruitment and selection through advertising,
competitions, examination boards of job candidates and related functions.
Once the country was vacated by United States troops, the following regulatory
instruments were promulgated by the Dominican Governments.
In 1929, Law No. 1144, which did not present significant differences with the
previous texts, and Regulation No, 1230, intended to complement certain processes of the
Administrative Career;
In 1942 Laws Nos. 3 and 89, modifying the previous provisions on the same
general matter;
In 1943 Law No. 284, to modify some aspects of No. 43 and No. 472, which
reinstitutes the National Civil Service Commission;
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In 1946 Law No. 1184, which replaces No. 472 already mentioned and adds some
provisions.
In the Trujillo Era, in 1951, the Civil Service Commission was abolished through
the promulgation of Law No. 2680, which argues: "in general, Public Administration
positions were filled through promotions of officials and employees with experience and
in other cases, with candidates from educational centers, with diplomas that accredited
their ability," which which made said commission unnecessary.
In the decade from 1951 to 1960, nothing new or important was recorded in the
country regarding the Administration of State Civil Personnel. The iron dictatorship of
Trujillo maintained absolute control over all the inhabitants of our half-island, without
them achieving the status of true citizens, with their human prerogatives enshrined in the
Declaration of Human Rights as in all political constitutions that show certain advances.
democratic.
It is important to highlight that until the death of the tyrant, which occurred in
1961, public jobs were distributed according to the will of the tyrant or those close to him.
Until then and at the beginning of 1992, in the country there was almost total ignorance of
the principles and techniques of modern, scientifically based Personnel Administration;
and applicable in both public and private sectors
Until that time, matters concerning labor relations between employers and
employees were handled in almost all cases by the accounting and finance departments of
businesses or by an accountant who prepared payrolls for personnel, by the own owner of
the company in question, by someone close to the owner.
In 1961, the National Association of Public Employees (ANEP) was established,

which later became the National Federation of Public Employees and Autonomous
Institutions (FENEPIA), both formed with the purpose of representing and enforcing the
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rights and interests of civil servants of the State. Through the demand that the Civil
Service be established on modern bases, as a Public Personnel Administration system
guided by the principles of equal opportunities, access to public positions based on merits
of suitability, political-partisan neutrality to grant the positions, and justice integrate
everything related to remuneration, promotion, discipline and separation from service.
FENEPIA, developed between 1961 and early 1962 a first Civil Service Law
Project that in its lines transcribed the main contents of the Civil Statute of Costa Rica,
from 1953. Such an attempt did not merit the attention of the ruling Council of State,
which was provisional in nature.
From 1962 onwards, this situation began to change a little, albeit slowly. In
February of that year, a group of 20 Dominican professionals traveled to San Juan, Puerto
Rico, sent by the Autonomous University of Santo Domingo (UASD), to take a four-
month course on Public Administration, which constituted their first contact with the
science of administration, including Personnel Administration in the public sector.
In that same year, 1962, the Ministry of Public Health and Social Assistance
(SESPAS) established a Division of Organization and Methods that included the function
of providing advice on Personnel Administration and Human Relations, and which did
not last a year. Later, in 1979, SESPAS had a Technical Office for Administrative
Reform (OTRA), which also included advice on Personnel Administration.
In February 1963, a group of 6 Dominican professionals, under the auspices of the

UASD and financed by the Agency for International Development (AID), traveled to
Puerto Rico and obtained a Master's degree in Public Administration. This was a second
important contact with the scientific administration of the public sector.
After those years, other Dominicans have pursued higher studies in isolation in
Public and Business Administration, in different countries.
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The political events that occurred in the country between 1963 and 1965
prevented any important initiative from arising during that period. We cannot advance in
the modernization of Public Administration, nor rationalize the Administration of Public
Personnel, much less the management of private companies.
Through Law No. 10 of September 8, 1965, the Provisional Government created

the Technical Secretariat and the Administrative Secretariat of the Presidency of the
Republic, replacing the Secretariat of State of the Presidency. The personnel function in
the Public Service has since belonged to the first of these secretariats.
On November 22, 1965, the Provisional Government issued Law No. 55, Article
5, by which the Technical Secretariat is assigned the responsibility of “establishing and
developing a modern personnel administration system, which will employ and retain
suitable jobs in order to improve the quality of public services.” For its part, Article 6
formed said Technical Secretariat as the following 4 national offices: Planning
(ONAPLAN), Statistics (ONE), Budget (ONAPRES), and Administration and Personnel
(ONAP). Of the three, only ONAP was created through the aforementioned legal
provision. There are many Dominicans who, since its creation, have hoped that this
National Office of Administration and Personnel can contribute, to a large extent, to
making public bureaucracy an effective means to rationalize and moralize all instances of
our Public Administration and our society. .
1966 was a defining year between two eras: (a) the absence of higher education
and subjects related to scientific and personnel administration; and (b) that of a first
impulse towards carrying out these studies and practices. Below, the events narrated serve
as reliable testimony of this significant impulse towards the rationalization of the different
sectors of our productive life.
The events of 1966 are as follows:

A second Civil Service and Administrative Career Bill is prepared, which was
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presented to the Chamber of Deputies. This project provided for the gradual
implementation of the Civil Service system in the Executive Branch of the Government,
as well as the incorporation of public employees into the Administrative Career, to the
extent that their suitability methods were verified. This project was not discussed by the
National Congress either, despite being considered excellent by national and international
experts.
The Autonomous University of Santo Domingo (UASD) creates the Department

of Personnel Administration. The general objectives of this were to internally organize
the initial training of its staff and all the institution's administrative servants, classification
of positions, design of a remuneration plan, recruitment and selection based on merit,
among others. It is considered the first modern pilot project in the country in the
Administrative Career.
After the installation of said department, the University Council approves the
“University Administrative Career Regulations” and the “Manual of Classified
Administrative Positions and Salary Table”, through the respective Resolutions Nos. 68-
149 and 68-150, both dated April 9, 1968. These resolutions allowed the development of
the institutional system of Personnel Administration, the most elaborate and advanced of
the time, throughout the country. This was nourished by Puerto Rican experiences, but
was launched by a group of Dominicans without foreign advice; and served as an initial
laboratory for the first administration students who tried to deploy efforts towards the
rationalization of Human Resources Management in the different sectors of the country.
At the UASD, the School of Public Administration opened its doors, directed by
Dr. Cristóbal Gómez, and there was already a School of Business Administration,
directed by Lic. Caesar Cordero. The current School of Public Administration began its
courses on September 12, 1966, with an enrollment of more than 100 students. At the
Universidad Católica Madre y Maestra (current PUCMM), in Santiago de los Caballeros,
their Master's Degree in Public Administration began to be developed.
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The ONAP had gained great popularity in APRA 1966, especially in terms of
training public servants. However, such a boom was short-lived because the new
Constitutional Government did not give ONAP the political and financial support to
implement its programs.
In the first half of 1970 there were no major developments. Once again, ONAP,
with the assistance of the United Nations Development Program (UNDP), prepared a
third draft Law on Civil Service and Administrative Career, which suffered the same fate
as the previous two, since it was not known in any of the the Legislative Chambers.
As a special parenthesis, it is highlighted that from a limited Survey carried out in

1971 on personnel management in the public sector, of a sample of 32 entities from which
data were obtained, only a general average calculated at 50% had some modern elements
on the subject: regulations, manuals for classified positions and salaries, means of
selection, performance evaluation, personnel actions, payrolls and employee assistance or
help plans.
Between 1972 and 1973, important administrative reform studies were carried out
for the Social Security Institute (IDSS), mainly in the personnel area.
Another period of notable inactivity followed, from 1973 to mid-1978. Then,

according to Raymundo Amaro, he tells us that “in July 1978, with the auspices of the
Dominican Association of Administration Professionals (ADOPA), a new Civil Service
Law project was discussed (the fourth of its kind), which was later presented for
consideration by the Government.” He adds, “the project was referred to ONAP, with the
fifth project being designed based on the previous one. Then, on January 14, 1981, the
First Career Civil Service Symposium was held, with legal consultants from the
organizations dependent on the Executive Branch.” This fifth bill was not discussed by
Congress either.
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In 1981, ONAP reworked the last project mentioned in the previous paragraph,
thus becoming the Sixth Project. The President of the Republic presented it on February
27 of that year and it was about to be converted into Law. The Chamber of Deputies
approved it on May 27, 1981, but in the Chamber of Senators it was rejected due to lack
of a vote.
Between 41982 and 1983, a seventh project was reworked, which, like the
previous ones, was presented to the National Congress, but said piece was not converted
into a National Law either.
In 1984, ONAP, trying to avoid the difficulties repeated in Congress, tried to

obtain a regulatory body for the Civil Service, thus developing a draft of “Regulations”
on the matter, called the eighth project. The content included for the most part the content
of the previous ones, except for some changes regarding minor personnel actions (for
example, regarding attendance at work, permits, licenses, etc.). The head of the Executive
Branch did not grant his approval.
Between 1984 and 1987, important consultancy work was carried out within the
UASF for the design of its comprehensive “Academic Career ” system. Of the
instruments developed for this purpose, the following should be mentioned: Manual of
Academic Categories and Functions, Salary Tables and Incentives Table (1985),
Regulations of the “Academic Career”.
In other Dominican universities, instruments similar to those mentioned above -

from the UASD, on academic and administrative personnel have also been developed,
which have had varying degrees of real and effective application. These are the cases of
the Pontificia Universidad Católica Madre y Maestra (PUCMM), the Pedro Henríquez
Ureña National University (UNPHU), the Technological Institute of Santo Domingo
(INTEC) and the APEC University, among others.
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On September 27, 1990, the President of the Republic presented to the Legislative
Chambers e; Ninth Civil Service and Administrative Career Bill, prepared by ONAP,
which was unanimously approved by said chambers the following year. It is what is
finally known today as Law No. 14-91 of May 20, 1991, published in the Official Gazette
No. 9808 of May 30 of that last year.
Until now, some autonomous institutions, in addition to the UASD, such as the
Central Bank, Reserve Bank of the Dominican Republic, have made efforts to modernize
their personnel management; the same as state companies such as those of the CORDE
group and the CDE, etc.
As a synthesis of all the chronological antecedents indicated, it can be stated that

in the Dominican public sector, although some elements of modern Personnel
Administration have been introduced isolated and sporadically, in centralized and
decentralized organizations, this has not been a satisfactory advance towards a true
coherent and firm rationalization of the management of the affairs of the state
bureaucracy.
In many cases, it could be said that there has been a setback due to the progressive
practice of trafficking in partisan and personal influence to grant public jobs, of the flight
of the most suitable personnel towards the domestic private sector and abroad, of
increasingly poorest in the Public Administration, in addition to other equally negative
factors.
This culminates a long period of more than 30 years of arduous struggle to

achieve the first solid foundations aimed at establishing modern Personnel Administration
systems in the public sector.
6.2 Personnel Administration in the Dominican Private Sector

Before the so-called “Era of Trujillo” (1930-1961), no important element of what
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is today considered Administration Science was known in the country; nor what is
currently advanced or modern Personnel Management.
The three decades covered by that period, however, promoted the emergence of
important companies of varied nature, the personnel function was not developed as such,
but was included as an auxiliary and secondary part of the administrative, financial or
accounting departments. , as occurred in the public sector.
On the other hand, in the absence of democracy, economic justice and equity
between employers and employees, obviously the personnel function remained subject to
the hegemony of the political-caudillista factors of family interests and submission, in
every sense.
It is only a decade after the Trujillo dictatorship (from 1970 onwards) when some
private entities timidly begin to admit the need to establish and develop Human
Resources management units. This was due, essentially, to the following factors:
• Production and productivity requirements

• Competitiveness requirements in internal and external markets
• Graduation of Administration professionals, from higher education centers, at the
levels of Graduates and Technicians, with little experience in the field, as a result
of having started in our universities, in the National Office of Administration and
Personnel, - and now previously at the Tax Training School (EDEF) of the
General Directorate of Income Tax -, as well as in other training centers, programs
aimed at training this new type of professional, not only due to the Dominican
effect but also because of what was happening on this matter in other nearby
countries.
• Development of self-esteem awareness in such graduates.

• Expansion in the country of forms of economic-social activities, mainly in the
formal levels.
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Both foreign and national banks have been the pioneering means in our country in
terms of providing Human Resources Services Offices. Large transnational companies
join the sector and then other industrial and commercial activities, both foreign and those
based in the country.
Today, the Dominican Telephone Company (CODETEL), the Dominican

Development Foundation (FDD), Máximo Gómez P> (GOMEP), E. León Jiménez, C. By
A., International Business Machine (IBM), Warner-Lambert, Casa Haché, C. By A, Listín
Diario, among others.
It is important to highlight that the background and evolution of personnel

management in the private sector are difficult to detect, mainly due to causes such as
those indicated below:
• Excessive zeal of private entrepreneurs to keep papers of their own businesses
• Arrogance and myopia of many company owners that make them deny to any
requester the information necessary to obtain adequate knowledge of the internal
reality of the entities.
• Lack of professionals with a spirit of research in this field and related areas.
• Lack of financial sponsorship to train those researchers who support their work.
• Lack of moral encouragement and incentive on the part of our union and
professional entities to motivate those who have investigative aptitude, and to
produce the necessary studies and reports on the matter.
Finally, we draw the conclusion that with respect to the private sector, despite the
demonstrated interest of many entities in the sense of rationalizing certain administrative
aspects, including personnel management, there is still much to be done in terms of
simply achieving increasingly fair labor relations that closely and harmoniously link
employers and subordinates.
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6.3 Situation in the Public Sector

The current state of the personnel function, both at the central level and in
decentralized entities, cannot be considered positive or auspicious.
A kind of panoramic balance allows the following considerations to be

formulated:
• It is true that although some organizations such as ONAP and INCAT, as well as
several universities, have trained hundreds and thousands of public servants,
however, only very few are linked to public offices in accordance with their
capabilities.
• It is true that ONAP has carried out editorial work of guidance, study, institutional
structures, systems and procedures, classification of positions aimed at promoting
important reforms of the state apparatus, which were incomplete in the beginning
and are now discontinued.
• It is true that the ONAO has tried to carry out and value public positions; carry out
salary and incentive studies, and implement modern recruitment regimes typical
of modern Personnel Administration.
• It is true that separately, many other organizations have sponsored efforts to

improve personnel management.
• It is true that some public organizations have general personnel standards, have
selected and promoted their employees based on capacity, and have established a
registration and control system for personnel actions.
• In short, it is true that progress has been made in Human Resources management,
however despite these positive milestones, it is inevitable not to affirm the
following:
V We do not yet have a truly advanced culture of Public Administration in the
public sector.
• Despite the good work carried out by ONAP (which lacks great
strengthening in its human, financial and organizational aspects) and other
entities in this matter, clear and effective political support has not yet been
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achieved, since although we have an administrative career and a Civil

Service Law, it has not been regulated as a way to make it viable in daily
practice.
V It is necessary to point out that if personnel management at the central level
is painful and precarious, much more painful is the reality that we have
today in the governing bodies of the municipalities and regional entities.
V The public servant has no guarantee of stability in office, since our
Constitution grants the President of the Republic the power to freely
dismiss that servant. That is, the President of the Nation can exercise
Eviction, in a similar way to what the employer does in the private sector,
although it is not called that in the public sector .
6.4 Situation in the Private Sector

In this sector it is not possible to review the situation of Human Resources
management in a sufficiently detailed and reliable manner, however, although the
assessment is a bit imprecise, this management of the private sector can be summarized in
the following terms:
• Significant sums are allocated to the training and development of key personnel.
• The working conditions are better than those offered by the public sector since the
private sector is required to work more rigorously, performance and dedication
than those in the public sector.
• Private companies hire technical advisory and consulting services from national
and foreign firms to modernize their personnel departments.
Regarding this sector, it is worth expressing that despite its technical advances in
recent times, serious lags in labor orders and humanization of work can be seen:
• The permanence of paternalism, as a clear reminiscence of the slave eras,

supposed to have already disappeared from the face of our planet.
• Absence of the due application of principles and rules of a respectable
Personnel Administration, such as effective evaluation, equal opportunities to
achieve positions, promotions and other forms of job improvement.
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• Lack of sufficient and effective legal and administrative guarantees, necessary

for subordinates to assert their rights.
• Finally, the instability of the employee in his position, in order to ensure
claims in cases of unfair or arbitrary dismissals. This is because our Labor
Code still establishes in favor of the employer the iniquitous prerogative of
eviction.
6.5 Perspectives in the Public Sector

The function of administration of the affairs that concern the civil services of the
State, as we appreciate from our perspective, will be developed to a greater or lesser
degree in the future, depending on the occurrence and concurrence of certain factors,
which are many and diverse. We point out the following:
1) A complete awareness must be formed in the country of the meanings and contents of
the parts of the legal-technical-economic and social system that has been called “Civil
Service and Administrative Career”
2) A body of principles, norms, doctrines and daily practices must be established that can
become a new culture of public management aimed at democratizing and making
more efficient the actions of all individual and corporate subjects involved in this
management.
3) So that the public personnel administration function can be adequately developed,
ONAP is immersed in arduous work to prepare these bases. It has prepared a total of
10 regulations covering from Organization and function of the ONAP, Work
Attendance, Leaves, Permits and Vacations, Actions, Valuation and Classification of
Positions, Development, Recruitment and Performance Evaluation, Stability and
changes, to Responsibilities and Reentry
4) An important issue would be to modify our Magna Carta so that the omnipotent power
granted to the President of the Republic to appoint and dismiss all civil servants of the
executive branch is eliminated, without conditioning that power. If we are to have a
true Career Civil Service, it is necessary to guarantee the public servant's permanence
in office, unless he or she incurs serious misconduct punishable by dismissal.
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5) In short, there are many more political, human, ethical, formal financial and technical
demands that will have to be met so that it is truly possible to improve and raise the
quality of the personnel function in the public service.
6.6 Perspectives in the Private Sector

In the same order, the current situation of personnel management in the private
sector is as follows:
1. The development possibilities are good from the point of view of material support.
2. Working conditions have improved substantially, not only in terms of
compensation, but also in terms of shortening working hours, a better climate of
freedom of expression and action and other related labor treatments.
3. It is expected that Dominican businessmen recognize that administration
professionals already have sufficient capacity to provide assistance to their Human
Resources administrative systems, so that they can gradually dispense with
foreign advisors, without this meaning their total exclusion.
4. Human Resources management will contribute to and democratize work
relationships in the private sphere:
a) Management is a harmonizing role between the interests of employers and
employees.
b) They must give their workers greater participation in decision-making or in
certain work processes.
c) That the worker has family, social, corporate, cultural and spiritual needs,
which must be satisfied more fully.
Our society presents a panorama that in many aspects belies what should
be considered an enjoyable community, however without failing to recognize that
our people are good, healthy and even childish, in most of its component nuclei.
It is necessary to highlight some factors such as the following: created by the

notorious lack of leadership in all areas, multiple material deficiencies that represent a
high index of our lacerating underdevelopment, such as: water for human consumption,
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hygiene, irrigation, security means, transportation, communication, housing, livelihood,

etc.
CHAPTER VII
BRIEF HISTORY OF THE TECHNOLOGICAL UNIVERSITY

FROM THE SOUTH
7.1 Brief History of the Technological University of the South

Historical Roots of UTESUR
This university emerged as a project idea in 1976, through a group of Azua
people, motivated by Pastor Miguel Vidal, and sponsored by the then civil governor of the
province of Azua Dr. Dilania Pelletier de Moquete, who They began conversations and
meetings in order to establish a local university that would professionalize, with quality,
thousands of high school graduates from Azua and the entire Region who had no
possibility of moving to Santo Domingo and other regions to continue their education at
the higher level.
The institution acquired legal presence in 1979, under the auspices of the Azua
Development Foundation Inc., and on June 10 of the same year, it was permanently
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installed; The first board of directors of UTESUR was made up of merchants and
professionals, who assumed the commitment to shape the university project and create the
conditions that would enable the opening of the first teaching on October 15 of that same
year, being authorized by the Decree of the Executive Branch No.1993 dated February 9,
1984.
This new university institution emerges with its mission, vision, purposes and
well-defined principles, namely:
Mission: Raise the scientific, cultural and productive level of the Southwest
Region, training professionals and technicians who contribute to the integral development
of the Nation.
Vision: Offer relevant and efficient higher education that provides growth to the
graduate, their family, the institutions, the region and society as a whole.
Purposes :
a) Train, train and coach Human Resources with quality.
b) Contribute to the search for regional and national problematic solutions in

education, health, business, and technology, through training and execution of
projects and research.
c) Establish cooperative relationships with public and private organizations, national
and foreign, to expand the academic programs and services offered by UTESUR
d) Contribute to the strengthening of an integrative regional culture based on respect
and national traditions
Beginning
UTESUR is based on the principles of solidarity, individual growth and respect
for human dignity, as well as the principle of non-partisanship.
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• Organizational structure of UTESUR: This institution has two superior

management structures: The Board of Directors and the Academic Council, a
Rectorate, two Vice Rectorates, Five Deanships, eight schools with their
respective school directors, and several departments and coordinations of
programs. Within the Departments, there are:
V Student Welfare
V Curriculum
V teacher
V Quality Department
V Department or unit of Graduates
V Two Education Coordinators, one Saturday and the other Sunday
V An Inafocam Program Coordinator
V Homework Room Department.
7.2 Evolution of the Technological University of the South

In recent years, the Universidad Tecnológica del Sur has been sensitively
applying special changes aimed at the strategic fulfillment of its entire philosophy,
mission and vision in an organized and efficient manner, taking into consideration the
following elements:
• The University began with an enrollment of less than one hundred students and
today it works with more than 2,100 students, an extraordinary element.
• This university has graduated a population of 6,199 professionals, according to
official data, in different careers such as: Education in all its areas, Law,
Marketing, Accounting, Agronomy, Bioanalysis, Computer Science and
Nursing.
• The University is strategically immersed in a broad process of forming

synergistic teams, with expert advice
international and national that are causing an extraordinary revolution within
them and promoting a true action of national and institutional projection, as
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described below:
1. It has opened an integrative community with universities from Colombia, Brazil
and other Latin American universities, obtaining an excellence award.
2. Advice from a team in the area of processes and procedures, which together with
an internal team is making possible the extensive renewal of the university in the
processes that it continually develops in its different instances.
3. The advice of the University Cooperation Office -OCU-, who are in charge of
preparing us as an institution in the electronic aspect and the construction of a
virtual world.
4. The team of experts from Castilla La Mancha is currently (as of 2008)
developing in a systemic and semi-face-to-face manner a broad and interesting
process of advisory and evaluative monitoring, focused on notable aspects aimed
at the definitive development of the institution in the face of to the new demands
for quality and competitiveness, based on the EFQM Model of excellence.
All this systemic work is already producing a series of extraordinary results
that the university in the present and immediate future can already exhibit, such as:
• Carrying out in 2008 the internal self-evaluation process of the university, where the
fundamental opportunities and strengths of the institution were established, clearly
defining that UTESUR has been a vital part in the development of the province and
the Southwest Region, and, that through it the foundations are being formed for the
creation of the great generations of professionals who have to be inserted and are
doing so in companies and workplaces that deserve a well-trained professional
workforce.
CHAPTER VIII
PRESENTATION AND ANALYSIS OF THE RESULTS OF THE

FIELD RESEARCH CARRIED OUT AT
DEPARTMENT OF HUMAN RESOURCES OF THE
SOUTHERN TECHNOLOGICAL UNIVERSITY.
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8.1 Presentation and analysis of the results of the field research carried out in the
Human Resources department of the Universidad Tecnológica del Sur.
Table No.1
Below we will present the results obtained in the surveys applied to the information
search processes. The first to present are those made to University officials.
1. Do you know the Human Resources apartment of (UTESUR)
• Yeah
No
Yeah 40%
No 60%
Total 100%
Source: Data collection from employees of the Universidad Tecnológica del Sur
(UTESUR).
According to the previous graph, 60% of the employees of the Universidad

Tecnológica del Sur. You know the department, but you say you don't know the
department.
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Table No. 2
Do you believe that the implementation of the Human Resources Department
brought
positive results for UTESUR
60%
50%
40% Yea
h
30% No
20% Maybe
10%
0%
Yeah 25%
No 25%
Maybe 50%
Total 100%
(UTESUR).
Observing the data presented in the previous graph, 50% of UTESUR employees
believed that perhaps the implementation of the Human Resources Department brought
positive results to UTESUR. While 25% of the same believe that it did bring positive
results, the other 25% think that the implementation of said Department did not bring
positive results.
8
5
Table No. 3
The management of the executive of the Human Resources department of
UTESUR has been positive
Yeah 20%
No 30%
Maybe 50%
Total 100%
(UTESUR).
According to the previous graph, only 20% of those surveyed thought that the role
of the Human Resources Department executive has been positive. While 30% of the same
believe that the role of the executive has not been positive and 50% say that perhaps.
8
6
Table No. 4
Do you believe that UTESUR will achieve its objectives with the implementation
of the Human Resources Department.
Yeah 10%
No 20%
Maybe 20%
Did not answer 50%
Total 100%
(UTESUR).
Of the total of those surveyed, 20% of them think that UTESUR achieved its
objectives with the implementation of this Department, while 20% think that it did not
and 10% say that maybe and 50% did not respond.
8
7
Table No. 5
Do you consider that UTESUR employees resisted the creation of this department.
Yeah 25%
No 25%
Maybe 10%
Did not answer 40%
Total 100%
45% □ Yeah
40% □
35% □ No
30% □
25%
□ Maybe
20%
15% □
10% □ No Answer.
5% Source: Data collection from
0% + employees of the Universidad
Tecnológica del Sur (UTESUR).
Yeah No Maybe
No or
Respond.
In the previous graph we observe that 25% of those surveyed put up resistance
and 25% did not put up any resistance, while 10% of them think that perhaps there was
some resistance and 40% did not respond.
8
8
Table No. 6
Do you consider that the employees of this department must be perfectional
graduates in the area.
They must be professionals 100%
Total 100%
They must be Prof.
120%
100%
80%
60% 1
40%
20%
0%
1
(UTESUR).
According to the graph, 100% of the employees believe that the employees and
officials of this department should be graduated professionals in the area.
8
9
Table No. 7
Do you consider that senior management should have taken into account the
opinions of employees for the creation of said Department.
Yeah 40%
No 40%
Did not answer 20%

Total 100%
45%
40%
35%
30% □ Yeah
25% □
20% □ No Reply
15% □
10% □ No
5% Source: Data collection from
0% -
employees of the Universidad
Yeah No Tecnológica del Sur (UTESUR).
No Reply
According to the previous graph, 40% of employees think that the opinions of
employees should have been taken into account, while 40% of the same did not respond
and only 20% say that the opinions of employees should not have been taken into account.
employee.
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Table No. 8
Do you know that the resource has any staff orientation and training policy?
□ Does not
exist
□ No Resp
Does not exist 25%
Did not answer 75%

Total 100%
Does not No Answer
exist
(UTESUR).
Of the total respondents, 75% of the same opinion that there is no personnel
orientation and training policy while 25% did not respond.
9
1
Table No. 9
The Human Resources Department has a performance evaluation system.
Does not exist 100%
Total 100%
Does not exist
(UTESUR).
According to employees, 100% say that there is no policy

performance evaluation.
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2
Table No. 10
Establish Human Resources Department the profiles that each point must have for
selection.
Yeah 30%
No 40%
Maybe 30%
Total 100%
45%
40%
35%
30%
25% □ Yeah
□ No
20% □ Mayb
15% e
10%
5%
0%
Yeah No Maybe
(UTESUR).
According to the previous graph, 40% of employers say they have no basis for
giving an opinion, while 30% say they do establish profiles for each work point and the
other 30% say maybe.
9
3

Table No. 1
The human resources department has an organization and management system
that helps make the department more efficient.
No 70%
Yeah 0%
Does not exist 60%
Maybe 20%
Total 100%
IT IS DIFFICULT TO OPERATE NARIO APPLIED IOS OF THE SA

TECH UNIVE OLOGICA DEL SU AIDS
R
0 20% %
□ No
20% □ Did not respond

60% 1=1 Maybe
□ Yes
Source: Compilation of data from officials of the Technological University of the South
(UTESUR).
According to the previous graph, 60% of the officials of the Universidad

Tecnológica del Sur believe that there is no organizational system in the Human
Resources department of UTESUR that helps make this department more efficient, while
20% said that perhaps and the other 20% did not respond.
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4
Table No. 2
Do you know of any personnel recruitment policy that the Human Resources
department has.
No 70%
Yeah 0%
Did not answer 30%

Maybe 0%
Total 100%
QUESTIONNAIRE APPLIED TO
UNIVERSITY OFFICIALS
SOUTHERN TECHNOLOGY
□ No
□ Did not respond
□ Maybe
□ Yes
(UTESUR).
Analyzing the previous graph we realized that 70% of UTESUR officials do not
know any personnel recruitment policy. That they have such a department and the other
50% did not respond.
9
5
Table No.3
Do you believe that with the creation of the UTESUR Human Resources
department, the employment situation of employees improved.
I don't improve anything 30%

Yeah 0%
Did not answer 40%

Maybe 30%
Total 100%
SOUTHERN TECHNOLOGY
□ No
□ Did not answer
□ Maybe
□ Yeah
(UTESUR).
Observing the data presented in the previous graph we see that 40% of the
respondents did not respond, while 30% of UTESUR officials say that the employment
situation of UTESUR employees did not improve at all and the other 30% said that
Maybe I improved somewhat after the creation of said department.
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6
Table No.4
Do you believe that the role played by the UTESUR Human Resources
department has been positive.
There is no positive 50%

Yeah 0%
Did not answer 40%

Maybe 10%
Total 100%
SOUTHERN TECHNOLOGY
0%
No
40%
Did not answer
50%
Maybe
Yeah
10%
(UTESUR).
According to the previous graph, 50% of those surveyed say that the role that said
department has played has not been positive, while 10% of the same said maybe and 40%
did not respond.
9
7
Table No. 5
Do you believe that communication between senior management, the Human
Resources department and UTESUR employees should be effective.
No 0%
Yeah 80%
Did not answer 20%

Maybe 0%
Total 100%
SOUTHERN TECHNOLOGY
□ No
□ Did not respond
□ Maybe
□ Yes
(UTESUR).
Analyzing the previous graph we realized that 80% of UTESUR officials consider
that internal communication between senior Human Resources management and staff
must be effective. While 20% did not respond.
9
8
Table No.6
Consider that the Human Resources department takes into account the needs and
opinions of the staff for better management of the department.
No 70%
Yeah 0%
Did not answer 20%

Maybe 10%
Total 100%
(UTESUR).
According to the previous graph, 70% of UTESUR officials say that they do not take
into account the needs and opinions of UTESUR employees; while the other 10% of them
said maybe and the other 20% did not respond on the subject.
9
9
Table No. 7
Find out if the UTESUR Human Resources department has any personnel supervision
and administration plan.
No 20%
Yeah 10%
They are totally unaware of it 70%
Maybe 0%
Total 100%
SOUTHERN TECHNOLOGY
Yeah
No
Maybe
Does not respond
(UTESUR).
Observing the previous graph we see that in the data provided they say that 70% of
UTESUR officials are completely unaware if there is any personnel supervision and
administration plan in the Human Resources department. While 10% of them affirm that it
exists and the other 2% say that there is no plan.
1
0
0
Table No.8
The Human Resources department has manuals with clearly defined functions.
No 10%
Yeah 10%
Maybe 0%
Total 100%
SOUTHERN TECHNOLOGY
Yeah
No
Maybe
Does not respond
(UTESUR).
Analyzing the previous graph we realize that 80% of UTESUR officials do not know
if this department has clearly defined manuals, while 10% of them say that it does and the
other 10% say that it does not.
1
0
1
Table No. 9
The Human Resources department applies a horizontal communication system with all
employees.
No 30%
Yeah 0%
Maybe 0%
Total 100%
SOUTHERN TECHNOLOGY
□ Yes
□ No
□ Maybe
□ Does not respond
(UTESUR).
According to the previous graph, 70% of UTESUR officials are completely unaware if
the UTESUR Human Resources department applies a horizontal communication system with
all employees. While 30% of them affirm that it does not apply.
1
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Table No. 10
Do you think it is suggested to improve the Human Resources department of UTESUR.
□ Make a plan
□ All
Make a strategic plan 20%

Identify and work on the processes and procedures in the 0%
Department
work with process-based management 0%

All of the above 80%
Total 100%
(UTESUR).
Analyzing the previous graph we realized that 80% of UTESUR officials believe
that for the UTESUR Human Resources department to improve, it must make a strategic
plan, identify and work on process-based management. While 20% think that you should
only make a strategic plan.
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8.3 Testing the Hypothesis
Hypothesis Variables Indicators Results
1.1 - Effective 1.1 It was evident that
-The deficiency that is 1. System of communication the communication
evident in the staffof Management. 1.2 Performance internal and external is
the evaluation not effective or
Technological 2. Staff deficiency horizontal with all
University of the 1.3 Recr UTESUR personnel
South, this uitment and selection
related to the lack of a of the 1.2 This study revealed
management system staff that there is no
in accordance with the evaluation of
needs of the 1.4 Employee performance in he
institution. employment status department of
UTESUR Human
1.5 Manuals of Resources
processes
1.3 This investigation
and resulted in the fact that
procedure there is no policy that
establishes the
2.1 Management recruitment and
of the Staff selection.
executive of
the 1.4 It is evident that the
department employment situation
has not improved at all.
2.2 Personal profile with the
creation of the
2.3 Guidance and Department of
training ETESUR Human
Resources
2.4 Manual of
functions This study revealed that
the management of the
department and the
Human Resources
executive has not been
efficient.
1
0
4
2.2 in this study it was

evident that he
1
0
5
department of
Resources Humans
It must be directed by
personnel trained in the
area.
2.3 This study revealed

that this Human
Resources department
does not have a
guidance policy and
training of
the
staff.
2.4 Saying study

revealed that he
department of
Human Resources of the
University
Tecnológica del Sur
does not have well-
defined process and
procedure manuals.
Once the previously stated hypothesis was analyzed, decoded into dependent and
independent variables and the different indicators, it showed that the hypothesis is proven
in its analysis and interpretation, and they do show that there is a deficiency in the
personnel and that this is related to the lack of a management system in line with the needs
of the institution.
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CONCLUSIONS
After having carried out an exhaustive investigation of all the staff and officials of the
Universidad Tecnológica del Sur, collecting information, conducting surveys that shed light
on the study carried out, it is concluded that:
1. That there is no effective and horizontal communication between the Senior

Management of the Universidad Tecnológica del Sur, the Human Resources
department and the employees of all lines.
From the above it is deduced that there is no internal and external communication
system that makes the flow of communication between the University, its employees and
the community in general more viable.
2. There is no Organization and Management System in the Human Resources

Department that helps in making the department more efficient.
3. There is no staff orientation and training policy in the Human Resources
Department.
4. The Human Resources Department does not take into account the needs and
opinions of the staff for better management of the Department.
5. That the employees of the Human Resources Department of the Universidad

Tecnológica del Sur UTESUR are not graduated professionals in the area.
6. Management in the Human Resources Department has a centralized policy due to

the vertical leadership of the Department at the University.
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RECOMMENDATIONS
In view of the results obtained in the investigation, and the conclusions I have
reached, I recommend that:
• A design of the Human Resources Department is established with all the profiles that
the design of its organizational chart entails, starting from the central Organization
Chart of the University, which contains the following:
1. Analysis, Design and classification of existing positions in the organization.
2. Design of a recruitment and selection system for personnel appropriate to the
institution and its needs.
3. Assess in terms of hierarchy and the relative value of positions and functions in
the organization.
4. Prepare the manual of Functions or classified positions with the profiles that
each position has.
5. Design the performance evaluation program that covers all organizational levels
of the University.
6. Design a training and development program for all personnel at all levels.
• That the following be established as a priority after this situational diagnosis:

i. Make a strategic plan in the Human Resources Department in accordance with
the needs of the department and its staff.
ii. Identify and work on processes and procedures in all departments and units of
the University, coordinated by the Human Resources Department.
iii. That the Human Resources department of the Universidad Tecnológica del Sur
be made more important so that this unit can play its role to the degree of
importance it has.
Dynamize the Department by promoting a decentralizing mystique to allow greater

participation in the actors of the organization.
1
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BIBLIOGRAPHY
Draft Private Security Law of the Dominican Republic.
Beas, M. (1999) Business organization and administration. Mexico: McGraw-Hill Editorial.
Fincowsky, Franklin. (1999): Business Organization; Analysis, Design and Structure.

McGraw-Hill Publishing, Mexico.
Fincowsky, Franklin. (2002). Administrative Manuals: Guide for their preparation. Limusa
Publishing House, Mexico.
Gómez Ceja, Guillermo: Administrative Systems. McGraw Hill Publishing, 1997.
Hall, R. (1999). Organization: Structures, Processes and Results. Mexico: Price Hall
Editorial.
Law 1913 CABA Published in the Official Gazette No. 2363 (01-20-2006) From the
BCBA, Argentina Regulates the provision of private security services.
Law 23-1992 on Private Security of Spain.
Colombia Private Security Law.
Federal private security law of Mexico, of July 6, 2006.

Melinkoff, R. (2000) The structure of the organization. The Organization Charts. Mexico:
Edt.
UCV. Faculty of economic and social sciences, school of economics.
Robins, S. (2003). Administration. Theory and Practice Fourth Edition. Mexico.
Rodríguez, Joaquín. (2002): How to prepare and use administrative manuals.

Thomson Learning Publishing. Mexico.
Stoner, J. (1996). Administration. Sixth Edition., Mexico: Prentice Hall.
Terry, George.(2002). Analysis, Design and Structure of companies, Editorial UNAM,

Colombia.
AMARO GUZMAN. (1999). Staff Administration. (1st. Edition). Dominican Republic:

Editorial el Estudiante.
ARIAS GALICIA, F. (1998), Human Resources Administration. (1st. Edition). Mexico:

McGraw-Hill Publishing.
CHIAVENATO, I. (2000). Human resources management. (4th Edition). Mexico:

McGraw-Hill Publishing.
CHRUDEN, S. (2002). Staff Administration. Mexico: Editora Limaza.
DARIS, K. (1999). Human Resources in organizations. Mexico: McGraw-Hill Editor.
DESSLER, G. (1999). Staff Administration. (2nd Edition) Mexico: Editora Prentice-Hall

Hispanoamericana.
KNOWLES, W. H.: Principles of personnel management; second edition, Rialp editions,

SA, Mexico, 1991.
McGEHEC, W. (1999), Training and vocational training Mexico, Editora Noriega.
MELITON, RODRIGUEZ, V. (1993). Staff Administration. Mexico: Limusa Printer.
PUCHOL, L. (2000). Management and human resources management. (1st edition). Spain:
Editorial Esic.
REYES PONCE, S. (1996): Personnel administration, human relations. Mexico: Limusa

Editorial.
SILICEO, A. (1991) Training and development of personnel, Mexico Editorial Limusa.

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1
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STONER, FREEMAN AND GILBERT. (2000). Administration. Mexico;

Hispanoamericana Editorial.
VALLE CABRERA, R. (2000) Strategic Human Resources Management. Mexico:

Hispanoamericana Editorial.
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3
ANNEXES
QUESTIONNAIRE ADDRESSED TO EMPLOYEES
1. Do you know the Human Resources Department of the Universidad Tecnológica del
Sur.
So No
2. Do you believe that the implementation of this Department brought positive results to
Utesur.
So b) no c) Maybe
3. The management of the executive of the Human Resources Department has been
positive
So b) no c) Maybe
4. Do you believe that Utesur achieved its objectives with the implementation of the
Human Resources department.
So b) no c) Maybe d) did not respond
5. Do you consider that Utesur employees resisted the creation of this Department.
1
1
4
6. Do you consider that the employees of this department must be graduated
professionals in the area.
7. Do you consider that the senior management of UTESUR should have taken into
account the opinions of the employees for the creation of said Department.
8. Do you know if the Human Resources Department has any personnel orientation
and training policy?
9. The Human Resources Department has a performance evaluation system.

10. The Human Resources Department establishes the profiles that each position must
have for selection.
So b) No c) Maybe d) did not respond
QUESTIONNAIRE APPLIED TO UTESUR EMPLOYEES

1. The Human Resources Department has an Organization and management system that
helps in making the department more efficient.
So b) No c) Maybe d) Did not respond
2. Do you know of any personnel recruitment policy that the Utesur Human Resources
department has.
3. Utesur's Human Resources department has a performance evaluation system.

4. The Human Resources department has a staff orientation and training policy.
5. The Human Resources department establishes the academic profiles that each position
must have for selection.
1. Yeah b) No c) Maybe d) Did not respond
6. Do you believe that with the creation of the Utesur Human Resources Department, the
employment situation of employees improved?
1
1
5
7. Do you believe that the role of the Utesur Human Resources Department has been
positive.
8. Do you consider that the employees of the Human Resources department of UTESUR
must be professionals who have graduated in the area.
So b) No c) Maybe d) Not necessarily
9. Do you believe that communication between senior management, the Human Resources
department and Utesur employees must be effective.
10. Do you consider that the Human Resources Department takes into account the needs
and opinions of the staff for better management of the Department.
11) Do you know if the Human Resources Department has a personnel supervision and
administration plan:
So b) No c) I totally don't know
12) This Department has its clearly defined functions manual:

So b) No c) I totally don't know
13) The Department applies a horizontal communication system with all employees:
So b) No c) I totally don't know about it
14. What do you suggest to improve this Department:

a) Make a strategic plan in the Department
b) Identify and work on the processes and procedures in the Department
c) Work with Process Based Management
d) All of the above.
-UTES A-
GRADUATE SCHOOL
PRELIMINARY DRAFT OF MASTER THESIS TO OPT FOR

THE MASTER'S DEGREE IN BUSINESS ADMINISTRATION.

(UTESUR), IN
THE YEAR 2007-2008.
SUSTAINANT
107-6154
ADVISORS:
ADA BAZIL M. TO
MARIO JAVIER, MA
SANTO DOMINGO
DOMINICAN REPUBLIC
JUNE 2009
INDEX
TECHNOLOGICAL UNIVERSITY OF SANTIAGO -UTES A- 1
SUSTAINANT 1
ADVISORS: 1
ADVISORS: 3
INDEX 4
P. No. 4
To you my God “King of Kings and Lord of Lords” 12
To you my daughter Jhuanny 12
To my parents: 13
To my almighty God: 14
To my parents: 14
To my brothers: 15
To the Technological University of Santiago (UTESA) 15
To my fellow students: 15
To you my God “King of Kings and Lord of Lords” 19
To you my daughter Jhuanny 19
To my parents: 20
To my almighty God: 21
To my parents: 21
To my brothers: 22
To the Technological University of Santiago (UTESA) 22
To our teachers, especially Lic. José Eduardo Almonte 22
To my fellow students: 22
1.1 Origin and evolution of Human Resources 26
1.2 Definition of Human Resources Management 28
1.3 Other definitions of Human Resources management 29
1.4 More definitions of Human Resources Management: 30
2.1 Fundamentals of Human Resources Management 32
2.2 Problems of Human Resources Management Today . 36
2.3 Human Resources Management Activities 38
2.4 Transition from Personnel Management to Human Resources Management 39
3.1 Implementation of a Human Resources Management System 41
3.2 Organization of the Human Resources Department 42
4.1 Functions of the Human Resources Department 44
4.3 The Human Resources Department as a line or staff 47
4.4 Composition of the Human Resources Department. 48
Department. 49
4.6 Contribution of the Human Resources Department to companies 53
5.1 Conceptualizations from Authors' Literature 55
5.2 Concept and Category 58
6.1 BACKGROUND OF PERSONNEL ADMINISTRATION IN THE DOMINICAN
REPUBLIC 61
6.2 Personnel Administration in the Dominican Private Sector 69
6.3 Situation in the Public Sector 71
6.4 Situation in the Private Sector 73
6.5 Perspectives in the Public Sector 73
6.6 Perspectives in the Private Sector 74
7.1 Brief History of the Technological University of the South 76
Purposes : 77
Beginning 77
7.2 Evolution of the Technological University of the South 78
Table No. 2 82
Table No. 3 83
Table No. 4 84
Table No. 5 85
Table No. 6 86
Table No. 7 87
Table No. 8 88
Table No. 9 89
Table No. 10 90
8.2 Questionnaire Applied to Officials of the Technological University of the South 91
Table No. 1 91
Table No. 2 92
QUESTIONNAIRE APPLIED TO 92
UNIVERSITY OFFICIALS SOUTHERN TECHNOLOGY 92
Table No.3 93
UNIVERSITY OFFICIALS SOUTHERN TECHNOLOGY 93
Table No.4 94
UNIVERSITY OFFICIALS 94
SOUTHERN TECHNOLOGY 94
Table No. 5 95
UNIVERSITY OFFICIALS 95
Table No.6 96
Table No. 7 97
TECHNOLOGY 97
Table No.8 98
TECHNOLOGY 98
Table No. 9 99
Table No. 10 100
QUESTIONNAIRE ADDRESSED TO EMPLOYEES 111
QUESTIONNAIRE APPLIED TO UTESUR EMPLOYEES 112
ADVISORS: 114
INDEX 115
PROBLEM FORMULATION: 119
PROBLEM STATEMENT: 121
GOALS: 122
General objective: 122
Specific objectives: 122
JUSTIFICATION: 123
BACKGROUND OF THE RESEARCH 124
HYPOTHESIS 125
METHODOLOGY 126
Empirical: 126
Historical Method: 127
Analytical Method: 127
Descriptive Method: 127
4):- Empirical Level Method: 127
Sample: 128
WORK SCHEME 129
CHAPTER VII VIIBRIEF HISTORY OF THE UNIVERSITY 130
•
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1
PROBLEM FORMULATION:
According to the Economic Commission for Latin America (ECLAC), throughout

history the importance of the labor force has been highlighted within the models for the
development of nations. Human resources are the main axis of any institution for the proper
functioning of good management. For example, Adam Smith highlights the intrinsic skills
of the workforce and the advantages of work specialization.
The Technological University of the South is not exempt from this approach
because it has academic staff with the minimum requirements for good performance in their
positions since 60% of them only have a bachelor's degree, while 24 % have a
specialization degree, 15% have a master's degree and 1% have a doctorate.
According to the last institutional evaluation of the Technological University of the

South carried out in October 2008, it was shown that UTESUR, although its regulations
contemplate the hiring of its personnel, there is no clear policy related to this aspect.
One of the weaknesses found is that the institution does not have a clearly defined
personnel recruitment policy and it was evident that said policy is not written.
Although the institution hires people and has a stable staff, there is no policy or
structure aimed at retaining them.
There is no clarity in a promotion policy based on merit, or performance incentive,
retirement plan or bonus.
Regarding teaching, there is no evidence of a staff of research professors, nor of an

entity in charge of the training and education of their staff. Likewise, weakness was evident
in the management of information and communication technology by the staff and lack of
1
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2
resources allocated to this area.
1
2
3
PROBLEM STATEMENT:
Taking into consideration the formulation presented above and I understand that the
supporter knows part of the reality that the Universidad Tecnológica del Sur (UTESUR)
experiences with respect to the management of Human Resources and the understanding
that this institution is immersed in a strategic rebirth that This department will necessarily
have to be examined, in order to look for alternatives aimed at energizing this area of
administration, which turns out to be essential for this University to be able to move
forward with success and high managerial competitiveness.
Based on this problematic situation, it is necessary to ask the following research questions:
1. To what extent is the management of human resources efficient at the technological

university of the south, related to the demand of society?
2. Does the Universidad Tecnológica del Sur have an objective policy to select and
manage its human resources effectively?
3. Do the employees of the Universidad Tecnológica del Sur have personal and
professional characteristics identified with the roles they play in each department
and the demands of a quality organization?
4. Do the human resources organization mechanisms of the Southern Technological

University respond to objective and scientific parameters aimed at demonstrable
levels of efficiency?
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4
GOALS:
General objective:
Evaluate the level of efficiency with which the management of Human Resources at
the Universidad Tecnológica del Sur is carried out.
Specific objectives:
• Analyze the Human Resources policy at the Universidad Tecnológica del Sur.
• Identify the different characteristics of the staff of the Universidad Tecnológica

del Sur.
• Explain the organizational mechanisms of the Human Resources of the

Universidad Tecnológica del Sur.
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5
JUSTIFICATION:
Human Resources are the fundamental axis of any institution, being essential for its
business operation. This research proposal aims to define the roles that characterize
efficient management.
It will contribute to making contributions linked to process management. Through

this proposal, the product of the in-depth analysis of the reality of human resources
management, policies linked to management and administration with objectivity will be
presented.
In the process, clear evidence will be provided of the elements that characterize the
human resources of the university and it will also be exposed which of these characteristics
are in the optimal dimensions for quality management.
On the other hand, precise information can be obtained aimed at profiling resources
along a quality path through suggestions focused on overcoming conditions and
characteristics that merit higher levels of relevance and that contribute in the immediate
future to raising the competencies of university management, and , therefore contributing to
the constant strengthening of a higher education institution, born with a provisional profile,
but focused on the development of the national Southwest.
It is interesting to note that the supporter of this research proposal has been linked to
this university for reasons of studies and mutual collaboration with its academic staff, so
our interest in elevating a research action interested in generating a new managerial profile
in this university is obvious. university, to provide the Department of Human Resources
with mechanisms, guidelines aimed at promoting synergies to reactivate the systematicity in
the actions of the area and thus predict greater dynamism in management and better results
for the university in a general sense.
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6
BACKGROUND OF THE RESEARCH
After an exhaustive search for information in the country's national library, it is worth
mentioning that no thesis related to the study was found in the library of the Autonomous
University of Santo Domingo (UASD) and in the library of the Technological University of
Santiago (UTESA) , we find some related monographs such as:
A) Creation of a human resources department in the reference laboratory presented by Nieve

Bencosme and Yelimi Aguirre.
B) In the same search we went to the Catholic University of Santo Domingo, also to the
Technological Institute of Santo Domingo (INTEC), the Ibero-American University (UNIBE),
and the Technological University of the South (UTESUR), which is the institution that is the
subject of this study, in this University study center no dissertation was found related to the
topic under study, so this research is a truly unique premise in time and space.
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2
7
HYPOTHESIS
The deficiencies that are evident in the staff of the Universidad Tecnológica del Sur are
related to the lack of a management system in accordance with the needs of the institution.
Variables Indicators
either Internal and External Communication

either Performance Evaluation
❖ The management system either Recruitment and staff selection
either Employment status of staff
either Process and Procedure Manuals
either Department Executive Management
❖ Staff deficiency either Professional profile

either Guidance and Training
either Function's manual.
1
2
8
METHODOLOGY
This research falls into the types:
• Historical
• Descriptive
• Analytics
The development of this research proposal will be done taking into account the didactic
procedures developed below:
V Observations will be made in all spaces where the actions of human personnel, Rector's
Office, Deanships and other units or departments are managed.
V Instruments are applied to collect information related to personnel selection, job
performance, punctuality and performance evaluation.
V Historical information is collected, and the evaluation of human resources administration
in the organization.
Managers were interviewed specifically on relevant aspects that include:

o Personnel selection procedures.
o Administration and various forms of management.
o General management styles
o Staff motivation policies and strategies
o Senior management support to the Human Resources Department.
o Internal, external and effective communications.
For the organization of the information, the statistical mathematical method will be
applied to process the information with greater precision.
Empirical:
Obtained through the process of collecting information on the procedural aspects of
personnel action and other elements of the labor intricacies processes.
1
2
9
In another order, the use of open and closed questions is specified, in accordance with the
elements that the investigations infer.
Research methods:
o Historical
o Analytical
o Descriptives
Historical Method:
It allows the investigative proposal to give us precise reports on the history of
administrative work and its historical evolution.
Analytical Method:
Efforts will be made by decomposing the units and sub. Personnel management units
using the procedures of logical thinking, analysis and synthesis.
Descriptive Method:
The way in which the managerial reality around Human Resources at the University is presented
will be described. For this purpose, the actions carried out in the department will be taken into
account.
4):- Empirical Level Method:
■ The Survey
■ The interview
■ Document Review
■ Observation
Population:
The population to work in this research is all staff.
1
3
0
Academic and administrative at the Technological University of the South (UTESUR).
Sample:
To carry out this study, a census work was carried out where all the departments of the
UTESUR were visited in order to obtain the necessary information.
1
3
1
WORK SCHEME
Dedications
Thanks
Introduction
CHAPTER I THEORETICAL FOUNDATIONS ON THE MANAGEMENT OF HUMAN

RESOURCES.
1.1 Origin and evolution of human resources.
1.2 Definition of human resources management.
1.3 Other definitions of human resources management.
1.4 More definitions of Human Resources Management.
CHAPTER II FUNDAMENTALS OF RESOURCE MANAGEMENT

HUMANS
2.1 Fundamentals of human resources management.
2.2 Problems of human resources management today.
2.3 Human resources management activities.
2.4 Transition from personnel management to human resources management.
CHAPTER III IMPLEMENTATION OF A HUMAN RESOURCE MANAGEMENT

SYSTEM
3.1 Implementation of a Human Resources Management system.
3.2 Organization of the Human Resources Department.
CHAPTER IV FUNCTIONS OF THE RESOURCES DEPARTMENT

HUMANS
4.1 Functions of the Human Resources Department.
4.2 Redefining and restructuring the function of Human Resources in a clear comparison of what
this Department was yesterday and what this Department is today.
4.3 The Human Resources Department as a Staff Line.

4.4 Composition of the Human Resources Department.
4.5 Definition and Functions of the main areas that make up
The department of human resources.
4.6 Contribution from the Human Resources Department.
CHAPTER V CONCEPTUALIZATIONS FROM LITERATURE OF

AUTHORS
5.1 Conceptualizations from authors' literature.
5.2 Concept and category.
CHAPTER VI BACKGROUND OF PERSONNEL ADMINISTRATION IN THE

DOMINICAN REPUBLIC
1
3
2
6.1 Background of personnel administration in the Dominican Republic.
6.2 Personnel administration in the Dominican private sector.
6.3 Situation in the Public Sector.
6.4 Situation in the Private Sector.
6.5 Perspectives in the Public Sector.
6.6 Perspectives in the Private Sector.
CHAPTER VII VIIBRIEF HISTORY OF THE UNIVERSITY

SOUTHERN TECHNOLOGY
7.1 Brief history of the southern technological university.
7.2 Evolution of the Technological University of the South.
CHAPTER VIII PRESENTATION AND ANALYSIS OF THE RESULTS OF THE FIELD

RESEARCH CARRIED OUT TO THE DEPARTMENT OF HUMAN RESOURCES OF
THE UNIVERSIDAD TECNOLOGICA DEL SUR.
8.1 Questionnaires applied to employees.
8.2 Questionnaires applied to officials.
8.3 Verification of the hypothesis through coding of indicators and variables.
Conclusions
recommendations
Bibliography
Annexes
13
3
SCHEDULE OF ACTIVITIES
JANUARY
1st Week 2nd Week 3rd Week 4th Week

ACTIVITIES l M M J. V Ye d l M M J. V Ye d l M M J. V Ye d l M M J. V Ye d
x
Guidance for the
preparation of the
preliminary draft
the
investigation
Design of x
the
research draft
Search x
and
Information
Presentation of x
the preliminary
research project.
13
4
FEBRUARY
ACTIVITIES l M M J. V Ye d l M M J. V Ye d l M M J. V Ye d l M M J. V Ye d
s s s s
Bibliographic Research, Design and x
Methodological Organization
Instrument design x
Instrument application. x
13
5
MARCH

ACTIVITIES l M M J. V Ye d l M M J. V Ye d l M M J. V Yes d l M M J. VYes d
Analysis and x x
organization of
theoretical information
(1st
chapter)
Analysis of the x
situation of the
human resources in the
Rep. Sun. And the
technological
university of the south
(UTESUR) (2nd
chapter)
Analysis x
and
research organization
of
13
6
APRIL

ACTIVITIES l M M J. V Ye d l M M J. V Yesd l M M J. V Y d l M M J. VYes d
s es
Design, Organization x x
and
Validation of
the
Report final x
(preliminary version)
Final report
presentation (latest
version)
NOTE:
Due to the difficulty I had in organizing and correcting, typing and binding, it will be delivered on Saturday, May 9, 2009.

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1

TECHNOLOGICAL UNIVERSITY OF SANTIAGO

MASTER THESIS TO OPT FOR THE MASTER TITLE

STUDY ON THE MANAGEMENT OF HUMAN RESOURCES

The concepts presented in this thesis,

MASTER THESIS TO OPT FOR THE MASTER TITLE

STUDY ON THE MANAGEMENT OF HUMAN RESOURCES

The concepts presented in this thesis,

The concepts presented in this thesis,

STUDY ON RESOURCE MANAGEMENT

6.5 Perspectives in the Public Sector.....................................................................73

Table No. 7.................................................................................................................97

CHAPTER VI BACKGROUND OF PERSONNEL ADMINISTRATION IN THE

2.3 Human Resources Management Activities......................................................38

8.2 Questionnaire Applied to Officials of the Technological University of the South

To you my daughter Jhuanny

To my friends and cousins:

To the Technological University of Santiago (UTESA)

To our teachers, especially Lic. José Eduardo Almonte

With this research: Study on the management of human resources at the

This research is structured as follows:

• The first part contains the logical and methodological aspects.

• In a second space, the fundamentals relating to the management of Human

• In chapter seven a summary is made in the form of a historical review of the

To you my daughter Jhuanny

To my friends and cousins:

To the Technological University of Santiago (UTESA)

To our teachers, especially Lic. José Eduardo Almonte

With this research: Study on the management of human resources at the

This research is structured as follows:

• The first part contains the logical and methodological aspects.

• In a second space, the fundamentals relating to the management of Human

• In chapter seven a summary is made in the form of a historical review of the

recommendations, bibliography and annexes.

THEORETICAL FOUNDATIONS ON THE MANAGEMENT OF

1.1 Origin and evolution of Human Resources

Countries considered economically and socially advanced have generally fostered

1.2 Definition of Human Resources Management

From this definition the following follows:

But in many companies, administrative work appears as a consequence of legal

Furthermore, current logistics today is the response to the uncertainty of daily

The adoption of a procedure or other index in resource management, because if in

The problem in Human Resources would consist of giving priority to the

1.3 Other definitions of Human Resources management

• It is one that pursues the satisfaction of organizational objectives with a structure

• Human Resources Management is conceived as a series of decisions about the

1.4 More definitions of Human Resources Management:

But what happens when process management is not implemented?

The inclusion of the Human Resources process or processes within process

Process management guarantees determining the correct competencies that

activity or task needs to satisfy the new customer needs?

Suggestion System: Allows you to record data related to a Suggestion System

Organizational Climate Diagnosis : Allows you to record the results of the

Training: Allows you to record the aspects related to the activities of

Personnel Inventory: Allows you to search for data relating to Worker.

FUNDAMENTALS OF RESOURCE MANAGEMENT

When organizations are existing they tend to grow, or at least survive.

Growth requires greater complexity in the resources necessary to execute

Jua Jose Master's Thesis

Jua Jose Master's Thesis

Jua Jose Master's Thesis