The principles of adequacy, complexity, efficiency, completeness, scientificity, democracy, variability, reasonableness, and applicability must be respected in the development of human resources management projects.

The principle of adequacy in the development of human resource management projects

The principle of adequacy requires that human resource management projects be adequate to the specific conditions, the strategic objectives of the enterprise or organization, as well as its strategies and policies in the field of human resources. Their practical implementation should motivate employees to give their full ability to effectively perform work tasks and responsibilities.

The principle of complexity in the development of human resource management projects

The principle of complexity requires that human resource management projects take into account all internal and external, general and specific factors that have acted, are acting, or are expected to act. In addition, the developed projects must cover or take into account all the relationships and interactions both between the individual components of the human resources management system and between the human resources management system and other systems of the enterprise or organization. Reference: “Analysis of human resources management (HRM) system“, https://www.mu7club.com/analysis-of-human-resources-management-hrm-system/

The principle of efficiency in developing human resource management projects

The principle of efficiency requires that human resource management projects meet the requirements of efficiency and effectiveness, take into account the optimal ratio between economic and social imperatives, to comply with the requirements of both economic and human efficiency.
The principle of integrity requires in the development of human resource management projects to make full use of the capabilities of all methods, techniques, and procedures that have proven their qualities to engage employees in achieving the goals and objectives to be solved or to be decided by the enterprise or organization. Reference: BVOP.org, https://bvop.org/humanresources/

The principle of science in the development of human resource management projects

The principle of science requires that the development of human resource management projects take into account the achievements of science and the practice of managing people in the work process.

The principle of democracy requires that such an organization of work on the development of human resources management projects is established to enable employees to participate directly in it. Designed systems should provide for such principles, rules, mechanisms, and procedures that involve the direct participation of employees in decision-making on issues that affect them, as well as increase their responsibility in the work process. Reference: “Design of a human resources management system”, https://www.islandjournal.net/design-of-a-human-resources-management-system/

The principle of variance requires the design of the human resources management system to develop a sufficient number of options with their corresponding characteristics to select the option that best meets the strategic objectives of the enterprise or organization.

The principle of justification requires that each project be justified by the leading theoretical views on the management of people in the labor process, the experience of leading countries and companies in the world, the strategic goals of the company, and its human resources policies.

The principle of completeness requires that the selected projects of the human resources management system be following the specific organizational, technical, technological, production, and social conditions in the enterprise or organization and the possibilities for their change, the existing regulations, and the expectations of employees.

When designing human resource management systems, conditions must be created for the simultaneous observance of all principles. The exclusion, underestimation, or overestimation of any of them adversely affects the economic and social efficiency of the implementation of the developed projects.

The specific nature of the human resources management system

The specific nature of the human resources management system, its role in the effective functioning of the economic, social, organizational, and technical system of the enterprise or organization, as well as its connection and interaction with other systems of the enterprise or organization, necessitate the implementation of different approaches to its design. The complex, systemic, animation, and program-target approaches are of leading importance for this.

The integrated approach requires:

  • To take into account the influence of all factors that act or are expected to act during the relevant period and that have or may have an impact on the relevant human resources management system;
  • To cover all interconnected elements of human resources management systems;
  • At the same time take into account the economic and social imperatives in solving the problems that arise in the management of people in the labor process.
  • The systematic approach requires taking into account all the connections and dependencies that exist between:
  • The individual components of the human resources management system;
  • The human resources management system and the technical, economic, organizational, technological, informational, and social system of the enterprise or organization;
  • The economic and social functions of the enterprise or organization;
  • The economic and social efficiency of the human resources management system;
  • Managed and managed;
  • Governments and trade unions, etc.
The multiplier approach requires the development of such human resource management systems that will lead to:
  • Development and improvement of technique and technology;
  • Effective restructuring of production and improving the quality of manufactured products or services;
  • Improving labor and production standards, labor organization, production, and management;
  • Multiplication of human resources;
  • Optimal use of machines, apparatus, equipment, tools, and fixtures;
  • Full use of raw materials, fuels, and energy;
  • Optimal use of labor capacity;
  • Optimal use of working time;
  • The optimal use of financial resources, increasing the competitiveness of the enterprise or organization, etc.

References

The program-targeted approach requires:
  • Defining and hierarchical structuring of the goals to be achieved with the design of the human resources management system;
  • Disaggregation of the general objectives of the project into objectives of its separate parts;
  • Linking the goals to be achieved in the design of the human resources management system with the strategic goals of the enterprise or organization;
  • Development of a program for designing the human resources management system or its components, which will organize the consistent and interconnected development of the relatively separate parts of the overall project, as well as the projects that are developed for the separate units and groups in the enterprise or organization, etc.
  • The approaches to the design of the human resources management system are interrelated. Simultaneous compliance with their requirements allows for developing projects that meet the needs of the enterprise or organization.

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