İstanbul kaynakları yönetimi ve insan kaynakları bilgi sistemleri
Başlık çevirisi mevcut değil.
- Tez No: 55783
- Danışmanlar: DOÇ.DR. FÜSUN ÖLENGİN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1996
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 127
Özet
ÖZET İnsan kaynaklan yönetimi giderek önem kazanan ve şirketlerde geliştirilmeye çalışılan stratejik bir yönetim sistemi durumuna gelmiştir. Tez çalışmasında, İnsan kaynaklan yönetiminde bütünleşik bir yaklaşımın oluşturulması için kurulması gereken sistemlerle, bu sistemlerin ve İnsan kaynaklan stratejilerinin şirket stratejileri ile uyumu incelenmiştir. İnsan kaynaklan yönetiminde oldukça önemli rol oynayan insan kaynaklan bilgi bankasına da değinilmiş, insan kaynaklan yönetiminin en önemli üç alt sisteminin (performans değerlendirme, kariyer planlama ve eğitim planlama) bilgisayar desteği ile nasıl yürütüleceğine dair bir uygulama örneği verilmiştir. Uygulama Access ilişkisel veritabanı yönetim sistemi ile geliştirilmiştir. Tez içerisinde Access ilişkisel veritabanı yönetim sistemi de açıklanmıştır. Tez çalışmasında insan kaynaklan yönetiminin toplam kalite yönetimi ile olan ilişkisi irdelenerek, kalite ödülleri kazanan firmaların insan kaynaklan yönetim sistemlerine değinilmiştir. Kalite ödüllerinin değerlendirme metotlarından ikisi EFQM ve Malcolm Baldridge metottandır. Toplam kalite çalışmaları yapan şirketlerin bir kısmının stratejik önceliklerini belirlemek için kullandıkları bu metotlar tezde açıklanmıştır. Metotların özellikle insan kaynaklan yönetimine ilişkin kriterleri detaylandırılmış ve alt kriterleri belirtilmiştir. EFQM, Kalder tarafından da ödül değerlendirmelerinde baz alınmaktadır. Çalışma daha çok metotları, sistemlerin çalıştırılmasında önemli olan noktalan ve insan kaynaklan yönetiminde izlenmesi gereken yaklaşımı açıklamaktır. Her firmanın insan kaynaklan yönetim sistemleri kendi misyon, hedef ve stratejilerine bağlı olarak geliştirilmesi gerektiğinden, insan kaynaklan yönetim sistemleri için tek bir çözüm verilmemektedir.
Özet (Çeviri)
“HUMAN RESOURCES MANAGEMENT AND HUMAN RESOURCES INFORMATION SYSTEMS”SUMMARY Business world has been getting more globalized and competitive in the second half of our era and companies have been trying to develop different strategic resources to gain competitive advantage in this dynamic business environment. Human Resources Management Process is one of those leading management tools which have gained a strategic importance for the companies. In order to be proactive and interactive in today's global competitive business world, companies need creative, self-managed employees who seek and benefit from every opportunity for development and continuous improvement. The modern human resources management strategies must emphasise on these expectations and needs of the companies and they must lead the human resources management systems to focus on these competencies. In order to play a strategic role in the company, human resources specialists must develop themselves in different business techniques and functions. They must know about financial issues, marketing strategies, etc. They must be aware of the on-going business life of the company and its environment. With these qualifications, they can give ideas, create strategies for the company. To have such skills, its useful to gain experience in different functions or teams of the company. That's why rotational job changes are good for human resources specialists. The human resources strategies and systems must be compatible with the company objectives and strategies. They must reflect and deploy the company strategies and goals to the individual employee. In this deployment process, especially performance appraisal system and the reward system play strategic roles. At the beginning of the performance appraisal year, every employee should decide on his/her roles and goals with his/her supervisor. This also helps the individual to understand his/her role in the achievement of the company goals and makes him/her feel his/her job important. The human resources systems must be integrated with each other as they are compatible with the company strategies. The recruitment system must be designed to select and recruit employees who have enhanced necessary competencies for the job that the candidates apply to. To recruit candidates with these qualifications, companies must have job descriptions before selection process begins. The job descriptions must involve not only the key responsibility areas and tasks but also the competency requirements and definitions. These competencies are defined according to the company strategies.The employees of the company must also be trained for the necessary competencies. These competency development trainings might be for improving performance or for career development. The training development system must be designed to support the training needs of the individuals. The training activities must be evaluated regularly for continuous development of the company. In addition to that, the employees must be encouraged and lead to share what they learned with the other employees. The training needs of the employees are defined in the performance appraisals and career development interviews. That's why the employees and the managers should see the performance system as an opportunity for the development of individuals. The company culture must be developed accordingly to support this approach. The essential career development system, systematically develops the individuals for further positions in the organisation. The career moves might be upward or horizontal. Employees must have career development plans in which they regularly review their career tracks with their supervisors or career mentors. The training needs for the career development of the individuals are also defined by the competency evaluation made by the methods like assessment center method. In assessment center method, the competencies of the employees are evaluated by many different methods. In-basket method, role-play method, group studies and some simulation techniques are some of these methods. Although the cost of assessment center method is high, if used effectively, its benefits are worth for that cost. If the companies are big enough to support their own assessment center activities, they can establish a place for assessment center method. But in many cases, they use the consulting companies giving that service. The reward and salary management systems should support the other human resources systems too. They must be designed to reward individuals who develop the competencies which are emphasised by the company strategies and goals. The whole human resources system must be revised regularly for continuos development. The human resources managers must take part in the strategic planning process of the company to manage that requirement. Since the human resources systems are always in touch with human resources of the companies, what is emphasised by these systems will influence the way the employees will act. That's why the strategies and values of companies must be strongly defined in the human resources systems. Especially the competencies of the jobs and competency expectations of the performance year play a really important role in this requirement. The business world has begun to develop strategies which are more customer focused and which emphasise global skills and self-management ability. The total quality management is a management style with these approach. The human resources system plays one of the most important role in this management style. The systems must be designed in such a way that they lead employees work with this approach. The systems should focus on customers and give importance to the customers' evaluations in the performance appraisals and reward management. The customers are both internal and external customers. That's why the internal customers of the employees must also be defined by the human resources systems. In a process XIdesigned to satisfy the external and internal customers, when the internal customers are satisfied, the customer served at the end of the process, the external customer will also be satisfied. In addition to customer definitions, human resources systems must stress on such skills like team work and leadership, which are crucial for total quality management. The required competencies of the employees should include these skills. In the recruitment interviews such skills should be evaluated. For example if STAR method is used in recruitment, the questions, the events asked must gather information on“how the candidate act when working in a team”. The training and development system must help the individuals develop their total quality oriented skills. The reward management system must reward employees developing themselves in these competencies. Many of the companies trying to apply total quality approach use some company evaluation models. Two of these model are EFQM Model (European Foundation for Quality Management) and MALCOLM Baldridge. Both models are used for international quality awards. The EFQM is also used by KALDER. In addition to that award institutions, companies use this models to define their strategic priorities. In thesis the criteria used in these models are defined and especially the ones related with human resources are explained. The human resources management of one of the reward winner companies, Rank Xerox is explained to clarify the integration between human resources and total quality management. NET AS is given as an example of the companies which won the KALDER quality award. The crucial point in the achievement of the goals of the human resources systems is that the senior management must support the systems and play the leader role in the applications of the systems. This will make the employees play a participative role in the systems of human resources and create a synergy. This participative role is quite important to get the best results from the human resources systems. For example in performance appraisal both the employee and the manager should be open and talk clearly what they think. Otherwise the appraisal system will not have any benefit for the development of the employee and the company and it will be considered as only a control mechanism of the employee. In the human resources management, one of the most important parts of the system is the human resources management systems software packages. The package allows the human resources employees track developments, skills, abilities of the employees thus the human resources potential of the company. Whenever a team is developed or a career move is realised, this databank must give crucial information. For that reason, an integrated human resources information system must support the human resources systems and applications of the company. In the development of the software, the integration between the human resources sub-systems must always be emphasised. The thesis is written according to all those important issues in the human resources management and explains the key points in the human resources systems. First the strategic human resources management and strategic human resources planning are explained. After, the total quality management system and human resources systems Xllare analysed and the focus is given on the crucial integration between them. Following that part, the human resources systems are explained in detail and important points in the human resources process are stressed. Following this part, the human resources database management system is developed. The“Access relational database management system”is used while developing the software. The technical information about access relational database management system is given in the thesis. The system developed keeps data on personnel general information, performance evaluation, career development, training plans and job history. Salary management is not focused in the database. The thesis does not give a specific one type of solution to different types of human resources management problems faced in the organisations. The approach of the thesis mainly emphasises the key aspects of contemporary human resources management, since the human resources solutions and systems of each company must be developed and differentiated according to the companies mission statements, strategies and goals. That's why the human resources systems of the companies are designed for their own needs. These systems are also revised according to changing needs and developing strategies of the companies. Thus the continuous improvement philosophy is true for human resources as it is for the other functions and processes in the organisations. The thesis explains different methods, techniques and important issues in the human resources management and gives international and domestic company applications as examples. Especially in the third part, the integration between the human resources and the total quality management is explained by giving examples from two companies. Rank Xerox and NET AS is analysed for this integration and the approaches of both companies are explained. Following that a comparison is made between two companies. The thesis, showed that human resources management systems are one of the key management systems which has a critical role in the achievement of the company strategies and goals and which makes individuals work in accordance with the company strategies. With this approach, today companies give more importance to the human resources management and try to develop the human resources management systems, develop their human resources specialists. The diffusion of innovation in human resources management systems depends on four critical criteria. First one is how the companies may gain relative competitive advantage with human resources management systems. The second one is how human resources management systems is compatible with the companies current strategic missions. The third one is the complexity of the new human resources management system trying to be adapted to the company. The complexity level of the new human resources management system will determine the speed which the employees will understand and adapt the new system. The last criteria is the cost related with the adaptation of the new system. Thus short term and long term human resources strategies must also be defined according to these criteria to be accepted by the company management and employees. xiuThe human resources management is a service to both company, managers and the employees. The success of this service depends on the long term quality and the productivity of the system. The human resources department must know its customers and develop its systems according to the continuously changing expectations of its both internal and external customers. A company with such a human resources management and synergy of its human resources will have obviously a great competitive advantage in the globalized, competitive arena. XIV
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