ORGANIZATIONAL LOCATION OF HRM

DEPARTMENT

CESAR W. CARIÑOStudent/DiscussantJOSEFINA B. BITONIO, D.P.A

Professor

ORGANIZATIONAL LOCATIONThe logical arrangements of an units

varies according to its environment factors, such as individuals, tradition, size and purpose of the office and the decision-making needs of an institution.

Has important implications for the type of work performed, the staffing needs of the office and the decision-making process of the organization.

Figure I. Educational Institution Organizational Location Chart

Organizational Location and Core Values

Finance Departmen

t

AdministrativeServices

Department

IndependentBudget Office

HRDServices

Department

Financial Accountabilit

y

Productivity Improvement

Program Evaluation

& Responsiveness

Policy Developmen

t

Population

ORGANIZATIONAL STRUCTURE The framework, typically hierarchical, within which an

organization arranges it lines of authority and communications, and allocates rights and duties.

Determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated and how information flows between levels of management.

“Management is Personnel Administration.”(Lawrence A. Appley)

Business environment has become less predictable and the competitive value of the firm is decided by its unique and skilled force.

HUMAN RESOURCES AND ORGANIZATIONAL STRUCTURE ELEMENTS

A. Personnel AssessmentB. B. Human Resource Function AuditingC. Implement Organizational ImprovementsD. D. Productivity Recommendations

Organizational Structure of HR Department

It can be noted that an organizational structure that HR manager head an individual work group. This emphasizes specialized HR Functions.(refer to Figure 2)

If the HR is merged with another unit and at the same time acts as the Administration Section, then this is a telling a sign that management did not give due importance to the HR functions. This further means that HR Policies are often neglected or not integrated into overall strategic plan of the organization developmental aspects of HR Function are thus relegated to the background.

BEST PRACTICES IN HUMAN RESOURCE MANAGEMENT

1. Safe, Healthy and Happy Workplace2. Open Book Management Style3. Performance linked Bonuses4. 360 Degree Performance Management

Feedback System5. Fair Evaluation System for Employees6. Knowledge Sharing7. Highlight Performers8. Open House Discussions and Feedback

Mechanism9. Reward Ceremonies10. Delight Employees with the Unexpected11. Value –Added Approach (refer to Figure 3)

TOP 3 ISSUES ON ORGANIZATIONAL LOCATION OF TODAY:

1. Speed2. Technology3. Organizational Culture and Innovation

1. Values – the beliefs that lie at the heart of the corporate

2. Heroes – the people who embody values

3. Rites and Rituals – routines of interaction that have strong symbolic qualities.

4. The culture network – the informal communication system or hidden hierarchy of power in the organization.

SUMMARY

The “BEST PRACTICES” on upgrading the competencies of human resource management staff contributes to creating a world class HRMD team and well defined effective execution of HR delivery system.

CONCLUSION

The organizational location of an institution may no longer be a fundamental issue for the manager. Rather, the critical managerial issue may be to build the innovative capacity with the right and effective function, regardless of its location.

References:

• Gregory C. Kesler, Published in HRM Journal, University of Michigan, Summer 1995

• Department’s Staff Development Division-Human Resource Development Services,(SDD-HRDS) March 25, 2011

• Personnel/Human Resource Management Today-Second Edition(1993), Craig Eric Schneir, Richard W. Beatty, Glenn M. McEvoy

• UP Open University – Unit I Module 4, PM 227 Human Resource Management and Development

Organizational

Structu

re