HR management in HR departments and organizations: psychological problems

HR management in HR departments and organizations encounters various psychological problems. In this article, we will look at the main points.

Bodies and functions of the management of organizations.

The organizational structure can be presented as a hierarchical pyramid of management, in which each unit occupies a strictly defined place and has strictly defined functions:

1 level (at the top of the pyramid) – senior administration (eg Board of Directors). Functions: determines the policy and strategy for the development of the organization. Reference: “Functions of the conflicts in organizations and Human Resources Management department“,

Level 2 – direct management (president and vice president). Functions: coordination and control.

Level 3 – various special departments and services. Functions: develop specific plans and programs to implement the decisions taken at the 1st level.

Level 4 – direct contractors (production, etc. – direct management of the main organizational units). Functions: direct performance of the main activity of the organization. Reference: “Types of conflicts in organizations: Human Resources Managers challenged“,

We will look at them in detail:

The highest level in most cases is a collective body (Board of Directors, shareholders, etc.).

The members of this senior administration are given information about the level to which the organization has reached, about the specific results, and they decide on the main direction and the goals to be achieved, as well as the strategy of the organization. Reference: “Conflict Management in Human Resources Management“,

They have information about the financing and profitability of the organization, and give suggestions for the respective programs – for financing, for defining new structures of the organization, etc.

This council usually includes external specialists, heads of other similar units for cooperation, exchange of experience, and avoidance of competition.

The second level has control functions. It receives information from the first level and directly manages it by “lowering” the decisions made at the first level. Reference: “Human resource management (HRM) as a theory“,

At this level are the administrative and executive directors (for each of the functions of the organization.

They are formally (officially) responsible for the development of the organization, but in practice implement the decisions at the first level.

Drucker says that “no organization can last long if it is run by only one person “(one person runs out” quickly “).

Therefore, these presidents are more than one and are usually elected by the Board of Directors. Reference: “Evolution of the concept of Human Resources Management (HRM)“,

The third level includes special departments, which turn the instructions into specific tasks for each unit in the organization and exercise direct control (only over the implementation of the specific task).

The services are closely specialized according to their functions (information, research, marketing, finance, legal, etc.). Their number depends on the specifics of the organization and its size. Reference: “Development of the Human Resources Management (HRM) concept“,

Sometimes it is necessary to unite several organizations in one department according to:

– the type of production;
– the served territory;
– the specifics of the tasks;
– the community in which the product is intended.

Functions in the management of organizations

The management of organizations includes two main functions:

1. Organization, coordination, and regulation of the main labor process.

2. Social function – personnel management, regulation of relations between employees.

Each of these functions has specific tasks. The emphasis on them (according to the sequence and importance of the tasks) largely determines the style of leadership. Reference: “Objectives of Human Resources Management (HRM)“,

The activity of the leaders is becoming more and more professional

According to Fayol, “management” includes 6 functions: a) production (technical); b) commercial; c) financial; d) legal; e) accounting; f) administrative.

Although the social function is not included, it occupies (includes) the administrative function that Fayol defines as “dealing with social relations”. According to him, the administrative function itself consists of 5 main elements:

  • research;
  • planning;
  • organizing;
  • coordination;
  • control.

According to Dulik, social functions need to be expanded to the following type:

  • planning;
  • organization;
  • work with staff;
  • operational management;
  • coordination;
  • control and accountability;
  • drawing up a budget.

Kellen expands the “part” of personnel management. In addition to planning, organizing, coordinating, and controlling, it also includes selection and training; evaluation and stimulation; management of social relations; organization, and impact on work behavior (the role of the leader).

If a manager uses knowledge about people correctly, he creates conditions for normal work behavior, in which the models of individuals converge (models of human behavior in a work situation and a similar social situation in many respects are similar).


The specific tasks to be analyzed (and which require psychological knowledge).

1. Analysis of the specific activities and work tasks to determine the requirements for employees (rights, obligations, functions, roles, goals, etc.).

2. Recruitment and appointment of staff (selection, adaptation, evaluation).

3. Organization of work and use of the creative potential of staff (development of initiative, stimulation, motivation, individual differences and personal achievements, evaluation, ergonomic evaluation of jobs, innovation).

4. Coordination of work (compatibility research, conflict resolution, information exchange, competition, rivalry).

5. Control (distribution of responsibilities, delegation of rights, organization of feedback, stimulation, research of personal needs).

6. Evaluation (research and evaluation of personal qualities, achievements of individuals according to the criteria for success in the profession, impact on inclusion, and loyalty to the organization).

If the manager is aware of these problems, then the information in this area will allow him to express an adequate management style.

HR management in HR departments and organizations encounters various psychological problems. In this article, we will look at the main points.

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