Performing human resource management presupposes supervising a variety of processes that the members of the personnel in question are fully aware of their roles, responsibilities, and current tasks, as well as ready to strive for the common goal (Storey, 2014). Therefore, personnel administration can be deemed an important part of the HRM processes.
Defined as “basic management function or activity permeating all levels of management in any organization” (Storey, 2014, p. 21), the phenomenon in question provides the foundation for the analysis of resources and the allocation thereof in an adequate manner so that the essential processes in the organization should not be disrupted.
The data labeled as personnel administration traditionally incorporates information concerning the people that have been recruited in the company and lists the characteristics of the specified resources, such as age, experience, skills and abilities, general knowledge, possible problems to be expected, etc.
Consequently, the data classified as personnel-administration-related one can be viewed as the basis for the further development of strategies for managing the target population and identifying the roles that they can have in the setting of a specific organization (Sharpe, DeVeaux, & Velleman, 2015).
Moreover, the personnel administration-related data creates the premises for locating the rates of employees’ eligibility. The latter, in its turn, is defined as the ability of specific members of the organization to perform their duties in a proper manner and deliver expected results (The Balster Group, 2013) and serves as the means of proving the staff to be suitable for a certain job.
The personnel-administration-related data can also be viewed as a crucial constituent of the development of the leadership strategy for managing the staff in a specific organization (Clutterbuck & Hirst, 2012). Seeing that designing a sustainable tool that will help evaluate employees’ performance, motivate them to excel in their work, and directing their efforts in the right direction requires a significant amount of information regarding the personal characteristics of the staff, personnel administration data clearly is indispensable in the HR department.
The specified type of data requires a specific statistical tool that will allow for maximum efficiency by identifying the key patterns and, therefore, allowing the HR manager to define the paradigm and make assumptions regarding the further changes in the designated area. Particularly, the tool, such as the SAP software, deserves to be brought up.
Despite the fact that the above-mentioned software type cannot be characterized as brand-new, it still serves as a decent basis for carrying out a detailed analysis of the information in question. Moreover, the specified tool helps classify the data and distributing it into different stocks based on the input that a certain piece of information provides an organization with. Particularly, the private data of the personnel, their actions, etc. are arranged in an orderly fashion with the help of the tool under analysis.
Eventually, the given statistical tool provides the means for summarizing the key information; as a result, the HR staff members are able to locate the required piece of information about a specific employee fast and make the necessary changes to the personal record thereof, the list of their roles and responsibilities, the position that they take in the company’s hierarchy, etc. By analyzing the data related to the personnel administration, one will be able to design the HR strategy that will allow improving communication between employees and managers, thus, enhancing the production process.
Clutterbuck, D., & Hirst, S. (2012). Talking business: Making communication work. New York City, New York: Routledge.
Sharpe, N. D., DeVeaux, R. D., & Velleman, P. (2015). Business statistics (3rd ed.). Upper Saddle River, New Jersey: Pearson Custom.
Storey, J. (2014). New perspectives on human resource management (Routledge revivals). New York City, New York: Routledge.
The Balster Group. (2013). Mandated benefits: 2014 compliance guide. New York City, New York: Aspen Publishers Online.