As a result of mastering the material of the chapter, the student must:


• the basics of HR planning and how to apply them in practice;

• the basis for the development and implementation of procedures for the regulation of labor relations and accompanying documentation;

be able to

• find organizational, managerial and economic decisions, develop algorithms for their implementation, and is ready to bear responsibility for their results;

• diagnose and analyze social and economic problems and processes in the organization;


• skills in analyzing the economic performance of the organization and indicators of work (including labor productivity), as well as skills in the development and economic justification of measures to improve them;

• the skills to collect information to analyze internal and external factors that affect the effectiveness of staff activities

• methods for assessing and predicting occupational risks.

Human Resources Management System Functions

A function is the need of a certain subject in something.

Human Resources functions are actual actions in the context of the main directions of this

kind of activities, focused on meeting the specific needs of the organization. So, for the normal functioning of a firm, it is desirable that good employees do not quit. Nevertheless, dismissal can occur because of an incorrect policy in the field of material compensation or because of unattractive conditions for workers and the content of labor. Or, poor work for hire, career guidance of workers can lead to ineffective measures to use them effectively and will not bring the expected results. And here the question arises: how should the work on personnel management be organized?

The procedural functions of personnel management combine the definition of staffing requirements, the recruitment, development, use, retention and reduction of staff, i.e. cover the entire cycle of reproduction of human capital in the organization (Figure 4.1).

The main ones can be represented as follows:

• Personnel planning (assessment of available resources, study of additional staff requirements, determination of staff costs);

• Personnel recruitment (labor market research, recruitment, selection);

Interrelation of the procedural functions of personnel management

Fig. 4.1. Interrelation of the procedural functions of personnel management

• development (training and promotion of personnel);

• use of personnel (construction and analysis of works);

• the release of personnel;

• Motivation and remuneration of staff.

Key personnel management functions can be viewed as a continuous process, starting with the definition of staffing requirements and ending with the reduction of redundant frames.

Profile functions - controlling, marketing, information services and organization of personnel management - are designed to support procedural.


The purpose of this function is to support the planning, management, control and information support of all activities in the field of personnel management. For this purpose, a number of differentiated indicators should be developed in the controlling system. For example, organizations are registering non-attendance of staff to work to take measures to systematically combat absenteeism. The same system in other conditions can be used to improve the organization of working hours, testing incentive systems, reorientation of personnel development activities, as well as in the field of intra-company communications.

Controlling should evolve in the following direction: from cost controlling to controlling efficiency, when the cost indicators (for example, the number of hours of in-service training) will be compared with the learning outcomes.

Increasing the ability to collect data increases the risk of their impairment. Therefore, it is necessary to more clearly identify the links between indicators and goals. Particular attention should be paid to quality parameters. The role of intra-company surveys is increasing, which helps to establish the degree of staff satisfaction.

In connection with personnel control, the problem of acceptability and data protection should be taken into account. The danger of abuse of them increases with increasing complexity of controlling, as well as with the increase in the number of people who have access to data.

Personnel control is often perceived by collectives as an innovation measure, and employees often refuse to participate in surveys and related activities.

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