Human Resources
System Irregularities Impacting Work Scope in Small Mental Health Organizations:
Performance Management and Talent Acquisition
Septien Dwi Savandha1*, Adelia Azzahra2,
Gayatri Sukand3
Swadaya Gunung Jati University, Cirebon, West Java, Indonesia1,2
Institute of Global Professionals, Chittagong, Bangladesh,
India3
Email: [email protected]1*, [email protected]2, [email protected]3
|
Keywords |
Abstract |
|
Human
Resources, System
Irregularities, Job Scope Allocation, Organizations, Performance Management, Talent Acquisition. |
This study investigates the impact of human
resource (HR) system irregularities on the effectiveness of job scope
allocation in small organizations, focusing specifically on performance
management and talent acquisition. Using a qualitative approach, data were
collected from a small organization providing adolescent mental health
services. The findings reveal that role ambiguity, uneven workload
distribution, lack of structured feedback, and undefined recruitment
processes are key challenges affecting job scope effectiveness. The study
underscores the importance of implementing structured HR practices to improve
operational efficiency and employee satisfaction in small organizations.
These improvements can enhance short-term performance and support long-term
sustainability and growth.
© 2024 by the authors.
Submitted for possible open access
publication under the terms and
conditions of the Creative Commons Attribution (CC BY SA) license (https://creativecommons.org/licenses/by-sa/4.0/). |
1. Introduction
Irregularities in human resource (HR)
systems are often a major obstacle to achieving operational efficiency and
effectiveness, especially in small organizations
In small
organizations, where resources are often limited, and the need for rapid
adaptation is very high, irregularities in HR systems can be more severe than in
large organizations with more resources to cover the shortfall
Performance
Management and Talent Acquisition are two important HR functions often affected
by system irregularities
Recent research by
Mueller et al.
The novelty of
this research lies in the deep focus on two crucial HR functions in the context
of small organizations: Performance Management and Talent Acquisition. Unlike
previous studies that have focused more on large organizations or looked at HR
as a whole, this study provides a more specific understanding of the impact of
HR irregularities on the division of scope of work in small organizations.
Thus, this research contributes to identifying practical solutions and
strategic implementations that can help small organizations improve their
operational effectiveness through improved HR systems.
This study examines
the impact of irregularity in the HR system on the effectiveness of the
division of scope of work in small organizations. The focus of this study is on
two main functions, namely, performance management and talent acquisition.
Through a case study approach, this research will analyze how irregularities in
both functions affect the dynamics of daily work in small organizations and
identify strategies that can be implemented to improve the HR system.
The case study
approach is chosen to provide an in-depth and contextual picture of the
problems faced by small organizations. By analyzing real cases, it is hoped
that a more comprehensive understanding of the root causes of irregularity in
the HR system and its impact on the division of work scope can be found. In
addition, the research will also explore best practices and innovative
strategies that have been successfully implemented in several small
organizations to address this irregularity problem.
This study's
results are expected to contribute significantly to the development of
literature related to human resource management in small organizations. In
addition, this study is also expected to provide practical recommendations for
HR practitioners in overcoming system irregularities and improving the
effectiveness of the division of work scope so that small organizations can
operate more efficiently and effectively and achieve their business goals more
optimally.
2.
Materials and Methods
This research uses
a qualitative approach to analyze irregularities in HR systems and their impact
on the effectiveness of the division of scope of work in small organizations,
focusing on case studies of performance management and talent acquisition. The
type of research used is a qualitative case study. This approach allows
researchers to explore complex phenomena in real contexts, particularly the
irregularity of HR systems in small organizations. Qualitative case studies are
chosen because they allow an in-depth analysis of various organizational
aspects and dynamics
The object of this
study is a small organization engaged in mental health that chooses nine
divisions with different tasks but have similarities in facing challenges in
performance management and talent acquisition due to the irregularity of the HR
system. Thus, this diverse object of study can provide a more comprehensive
insight into the problems small organizations face. Research data sources
include primary and secondary data. Primary data is obtained through in-depth
interviews with key stakeholders in small organizations, including HR managers,
members, and executives. Secondary data is collected from organizational
documents such as performance reports, HR policies, and recruitment records.
This combination of primary and secondary data allows for data triangulation to
increase the validity of research results.
The research
techniques used were semi-structured interviews, participatory observation, and
document analysis. Research tools include interview guides, voice recording
devices, and observation notes. Semi-structured interviews provide flexibility
in exploring issues arising during data collection. Participatory observation
allows researchers to understand the context and dynamics in the field directly.
The analysis
technique used is thematic analysis. Data collected from interviews,
observations, and documents were analyzed by identifying key themes related to
HR system irregularities and their impact on the division of work scope. This
process involves several stages, including data transcription, coding, theme
grouping, and interpretation of results. Using this method, the research is
expected to provide an in-depth picture of how HR system irregularities affect
small organizations' operational effectiveness, especially in performance
management and talent acquisition.
3. Results and Discussions
Results
This study examines irregularities in the HR system at
the small XYZ organization, which focuses on mental health services for
adolescents. This organization needs help in performance management and talent
acquisition, which affect the effectiveness of the division of work scope.
Based on analysis of data collected through interviews, observations, and
internal documents, here are the main findings of the study:
Unclear
Roles and Responsibilities
The vagueness of roles and responsibilities in the XYZ
organization creates conditions where members need a sufficient understanding
of their duties and responsibilities. Without a clear job description, they
find it difficult to determine work priorities and allocate time efficiently
Table 1. Categories and Indicators of Unclear Roles
and Responsibilities
|
Category |
Indicator |
Number of Members HR (N) |
Percentage (%) |
|
Vagueness of Tasks |
Not understanding the
main task |
6 |
60% |
|
|
No clear job description |
7 |
70% |
|
Priority Difficulty |
Difficulty determining
work priorities |
5 |
50% |
|
Time Allocation |
Inefficient allocation
of time |
6 |
60% |
|
Work Confusion |
Feeling confused about
responsibilities |
4 |
40% |
|
Decreased Productivity |
Decreased productivity |
3 |
30% |
|
|
Decreased overall
performance |
3 |
30% |
Based on data from 10 HR members in the XYZ
organization, the lack of roles and responsibilities appears to be a
significant problem. As many as 60% of members report not understanding their
main duties, and 70% state that there is no clear job description. In addition,
50% of members have difficulty determining work priorities, and 60% feel
inefficient in allocating their time. Confusion regarding responsibility is
felt by 40% of members, contributing to a 30% decrease in productivity.
Overall, 30% of members also reported a decline in performance due to this
ambiguity. This data indicates that the lack of role and responsibility in the
XYZ organization has the potential to greatly reduce the efficiency and
effectiveness of member work.
Uneven
Workload
The uneven workload in XYZ organization creates
conditions where some members feel they have too much work while others feel
underutilized. Members with too much workload tend to experience burnout and
stress, which can result in decreased motivation and productivity
Table 2. Uneven Workload Categories and Indicators
|
Category |
Indicator |
Number of Members HR (N) |
Percentage (%) |
|
Excessive Workload |
Feeling too much
workload |
5 |
50% |
|
Less Workload |
Feeling underutilized |
4 |
40% |
|
Impact on Well-Being |
Experiencing fatigue and
stress |
4 |
40% |
|
Impact on Motivation |
Decreased motivation |
5 |
50% |
|
Impact on Productivity |
Decreased productivity |
4 |
40% |
|
Member Dissatisfaction |
Feeling disowned or
unappreciated |
3 |
30% |
|
Reduced Collaboration |
Reduced collaboration
and team effectiveness |
3 |
30% |
Based on data from 10 members in the XYZ organization,
it can be seen that there is an imbalance in workload. As many as 50% of
members reported feeling too much workload, while 40% felt underutilized.
Members with too much workload tend to experience burnout and stress (40%),
which can result in decreased motivation (50%) and productivity (40%). On the
other hand, members who feel underutilized may lose motivation because they
feel unrecognized or unappreciated (30%). This creates dissatisfaction among
members and reduces overall team collaboration and effectiveness (30%). These
data illustrate that uneven workload in XYZ organizations can negatively impact
member well-being, motivation, and productivity, as well as on team
relationships and performance.
Lack
of structured feedback
Irregularity in performance management in XYZ creates
a situation where members need help getting consistent and helpful feedback.
With adequate feedback, members feel more valued and have a clear direction for
their professional development
Table 3. Categories and Indicators of Lack of
Structured Feedback
|
Category |
Indicator |
Number of Members HR (N) |
Percentage (%) |
|
Feedback Consistency |
Difficulty getting
consistent feedback |
6 |
60% |
|
Quality Feedback |
Feedback that is not
helpful or adequate |
5 |
50% |
|
Influence on Well-Being |
Feeling underappreciated |
4 |
40% |
|
Influence on Development |
Does not have a clear
direction for development |
5 |
50% |
|
Impact on Career
Advancement |
Hinder career
advancement |
4 |
40% |
|
Impact on Motivation |
Decreased motivation |
5 |
50% |
|
Impact on Performance |
Overall performance
degradation |
4 |
40% |
This table shows that in XYZ organizations, most
members have difficulty getting consistent feedback (60%) and helpful feedback
(50%). Impacts include feeling undervalued (40%), not having a clear direction
for professional development (50%), and experiencing barriers to career
advancement (40%). In addition, the lack of structured feedback also negatively
impacts the motivation (50%) and overall performance (40%) of members.
Undefined
Recruitment Process
The unavailability of a clear structure in the talent
acquisition process in XYZ organization creates challenges in attracting and
retaining quality talent
Table 4. Undefined Recruitment Process
Categories and Indicators
|
Category |
Indicator |
Number of Members HR (N) |
Percentage (%) |
|
Recruitment Process
Structure |
There is no clear
structure in the talent acquisition process |
7 |
70% |
|
Position Filling Speed |
Slow filling of empty
positions |
6 |
60% |
|
Candidate Quality |
Reducing the quality of
selected candidates |
5 |
50% |
|
Impact on Team
Development |
Hinders the development
of strong, high-performing teams |
6 |
60% |
|
Impact on Organizational
Growth |
Hinders the overall
growth and progress of the organization |
5 |
50% |
This table shows that in XYZ organizations, most
members experience challenges due to the unavailability of a clear structure in
the talent acquisition process (70%). This leads to the slow filling of vacant
positions (60%) and reduces the quality of selected candidates (50%). The
impact includes hindering the development of strong, high-performing teams
(60%) and hindering the organization's overall growth and progress (50%). The
lack of definition in the recruitment process can be a serious obstacle for
organizations in attracting and retaining quality talent.
Discussion
Unclear Roles and Responsibilities
Vagueness in the roles and responsibilities of
members in the XYZ organization often leads to confusion and uncertainty. With
a clear job description, members feel clear about what is expected of them, negatively
impacting performance and motivation. This hinders operational efficiency, as
members can only work optimally if they understand their duties and
responsibilities. This research supports the findings of Mueller et al.
Uneven Workload
Uneven distribution of workloads is one of the
major problems in XYZ organizations. Some members report receiving excessive
workloads, while others feel underutilized. This imbalance causes
dissatisfaction and lowers morale among members. Those who are overburdened
tend to experience burnout and burnout, while those who are less burdened feel
less useful and unappreciated. This condition creates an unproductive and
detrimental work environment, both for individuals and the organization as a
whole
Members who accept excessive workloads often feel
depressed and stressed, which can have a negative impact on their physical and
mental health. Studies have shown that fatigue from work can lead to a variety
of health problems, such as sleep disturbances, an increased risk of heart
disease, and mental disorders, such as depression and anxiety. In addition,
burnout experienced by members can reduce their effectiveness in carrying out
duties and responsibilities, ultimately impacting the quality of work output
and overall team performance.
On the other hand, members who feel underutilized
may feel frustrated and demotivated. They feel that their skills and abilities need
to be recognized and valued, which can lead to decreased loyalty to the
organization. Lack of challenge and involvement in work can also result in
stagnation in professional development, hindering growth and innovation within
the organization.
Therefore, a more balanced distribution of tasks
is needed to increase member satisfaction and productivity. Management must
proactively identify and address workload imbalances through better monitoring
and fair task allocation. This approach involves open communication with team
members to understand their needs and capacities, as well as ensuring that each
individual has a workload that matches their abilities and roles. Thus,
organizations can create a more harmonious work environment where every member
feels valued and motivated to make their best contribution. The more effective
implementation of a workload distribution strategy will not only improve the
well-being of members but also have a positive impact on the overall
performance of the organization.
Lack of structured feedback
The lack of structured feedback in XYZ
organization causes members not to get consistent and constructive feedback.
Members often feel unappreciated and need clear guidelines for their
professional development. Regular and constructive feedback is essential for
member motivation and development. This study confirms the results of a study
by Li et al.
Li et al.
In the context of XYZ organizations, the study
found that the lack of structured feedback creates feelings of uncertainty and
dissatisfaction among members. They feel confused about expected performance
standards and need guidelines for professional development. This situation
leads to a decrease in motivation and productivity, as well as an increase in
member turnover rates. With clear guidance, team members find it easier to know
which areas need improvement and how they can progress in their roles.
The synchronization between the findings of Li et
al.
To improve performance management, XYZ
organizations need to adopt a more systematic approach to providing feedback.
This involves scheduling periodic feedback sessions, training managers to
provide constructive feedback, and developing clear and transparent performance
measurement tools. Thus, organizations can create a more supportive and
productive work environment where each member feels supported in their
professional development and motivated to achieve optimal performance.
Undefined Recruitment Process
The talent acquisition process in XYZ
organization needs a clear structure, resulting in various difficulties in
attracting and retaining quality talent. Vagueness in the recruitment stages
causes uncertainty among candidates, which ultimately lowers their interest in
applying. In addition, with firm guidance, recruitment teams often have
consistent evaluation standards, making it easier to ensure that the selected
candidates actually meet the needs and qualifications required by the
organization. The impact of this chaotic recruitment process is the slow
filling of vacant positions and the quality of selected candidates who are
often below expectations.
To address this problem, organizations need to
develop a well-defined and systematically structured recruitment process. With
clear guidelines in place, recruitment teams can work more efficiently, speed
up the filling of vacant positions, and ensure that only the best candidates
are selected. This research shows that by improving the structure of the
recruitment process, organizations can improve the effectiveness and efficiency
of their recruitment process, as well as improve the quality of candidates hired.
This step will not only help meet urgent human resource needs but will also
contribute to the sustainability and long-term growth of the organization.
Strategic Implementation
To overcome irregularities in the HR system, XYZ small organizations need
to implement several strategies that are comprehensive and focused on improving
operational efficiency as well as the well-being of team members. First,
crafting a clear job description for each position is an important step. A
detailed job description will give members a better understanding of the
responsibilities and expectations associated with their role, thereby reducing
confusion and increasing accountability. A good description also helps in the
recruitment process, ensuring that candidates applying have a proper
understanding of what is expected of them.
Second, the distribution of workloads must be balanced. This can be
achieved using effective project management tools and techniques, such as Gantt
charts or Scrum methods. The use of this tool allows for better supervision of
the workflow and ensures that tasks are distributed fairly among team members.
With an evenly distributed workload, team members will feel supported, which
can increase their motivation and productivity.
Third, the implementation of a performance management system that provides
regular and constructive structured feedback to members is essential. Regular
feedback helps team members keep improving and makes them feel valued and cared
for. This system may include periodic performance evaluations, coaching
sessions, and mentoring aimed at helping members reach their full potential.
Finally, the development and implementation of a structured and efficient
recruitment process is necessary. A good recruitment process can help attract
and retain the quality talent needed to achieve organizational goals. It covers
various steps from requirements determination, advertising, and candidate
selection to onboarding and initial training. By implementing these strategies,
XYZ’s small organizations are expected to improve operational efficiency and
productivity, as well as the well-being of team members. These improvements
will not only help the organization achieve short-term goals but also support
sustainable growth and sustainability in the long term.
This research identified that irregularities in HR systems, particularly in
performance management and talent acquisition, significantly impact the
effectiveness of the division of scope of work in XYZ small organizations.
Research findings show that the vagueness of roles and responsibilities, uneven
workload, lack of structured feedback, and poorly defined recruitment processes
all contribute to similar problems in those organizations. Implementation of a
comprehensive and focused strategy can help XYZ small organizations overcome
irregularities in the HR system. Steps such as crafting clear job descriptions,
offsetting workloads, implementing a structured performance management system,
and improving the recruitment process can improve operational efficiency and
team member well-being. This research contributes to developing literature
related to human resource management in small organizations. In addition, the
findings of this study also provide practical recommendations for HR
practitioners in overcoming system irregularities and improving the
effectiveness of the division of work scope so that small organizations can
operate more efficiently and effectively and achieve their business goals more
optimally.
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