HUMAN RESOURCE MANAGEMENT

Human resource management: The management function that deals with recruitment, placement ,training and development of organizations members. HRM is a staff function. HRM Process: Traditional view It includes seven basic activities: 1. Human resource planning: Planning for the future personnel needs of an organization, taking into account both internal activities and factors in the environment.

Human resource planning has four basic aspects:

Planning for the future needs by deciding how many people with what skills the organization will need. Planning for the future balance by comparing the number of needed employees to the number of present employees who can be expected to stay within the organization.

Planning for recruitment or laying off employees

 Planning for the development of employees

2. Recruitment: The development of a pool of job candidates in accordance with human resource plan.

Job and Position Description

Job Description: A written description of a nonmanagement job , covering title , duties , and responsibilities, and including its location on the organization chart. OR Position Description: A written description of a management position, covering title ,duties , and responsibilities , and including its location on the organization

Hiring specification: A written description of the education, experience, and skills needed to perform a job or fill a position effectively 3. Selection The mutual process whereby the organization decides whether or not to make a job offer and the candidate decides whether or not to accept it

Steps in selection process

PROCEDURES Completed job application PURPOSES Indicates applicants desired position ; provides information for interviews ACTIONS AND TRENDS Requests only information the predicts success in the job

Initial screening interview

Provides a quick evaluation of applicants suitability

Asks questions on experience , salary expectation, willingness to relocate etc

PROCEDURES

PURPOSES

ACTIONS AND TRENDS

Testing

Measures applicants job skills and ability to learn on the job

May include computer testing software, handwriting analysis, medical and physical ability

Background investigation

Checks truthfulness of applicants resume or applicants form

Calls the applicants previous supervisor(with permission and confirms information from applicant

In depth selection interview

Finds out more about the applicant as an individual

Conducted by the manager to whom the applicant will report

PROCEDURES

PURPOSES

ACTIONS AND TRENDS

Physical examination

Ensures effective Often performed by performance by applicant; companys medical doctor protects other employees against diseases; establishes health record on applicant; protects firm against unjust workers compensation claims

Job Offer

Fills a job vacancy or position

Offers a salary plus benefit package

4. Orientation or Socialization: A program designed to help employees fit smoothly into an organization; also called socializations. Socialization conveys three types of information: 1. General information about the daily work routine . 2. A review of organizations history, purposes, operations, and products or services.

3. A detailed presentation of the organizations policies, work rules, and employee benefits. 5. Training and development Training program- A process designed to maintain or improve current job performance. Developmental program- A process designed to develop skills necessary for future work activities.

Managers can use four procedures to determine the training needs of individuals in their organization: 1. Performance appraisal: Each employees work is measured against the performance standards or objectives established for his or her job. 2. Analysis of job requirements: The skills or knowledge specified In the appropriate job description are examined and those employees without necessary skills or knowledge become candidates for a training program.

3. Organizational

analysis: The effectiveness of the organization and its success in meeting its goals are analyzed to determine where differences exist. 4.Employee Survey: Managers as well as non managers are asked to describe what problems they are experiencing in their work and what actions they believe are necessary to solve them

Management development programs On the job methods:

1.Coaching-

the training of an employee by his or her immediate supervisor is the most effective management technique. 2. Job rotation- involves shifting of managers from position to position so they can broaden their experience and familiarize themselves with various aspects of the firms operations.

3. Training positions-Trainees are given staff post

immediately under a manager 4.Finally, planned work activities involve giving trainees important work assignments to develop their experience and ability Off the job methods: Off the job development techniques remove individuals from stresses and ongoing demands of the workplace, enabling them to focus fully on the learning experience.

6. Performance appraisal and Compensation Includes informal appraisal and formal systematic appraisal Informal appraisal- The process of continually feeding back to subordinates information regarding their work performance. Formal systematic appraisal- A formalized appraisal process for rating work performance, identifying those deserving raises or promotions, and identifying those in need of further training.

Compensation The general idea is that the more responsibility a manager has , the more compensation he or she should earn. New pay approach An approach towards compensation that links it to the process of setting and achieving organisational objectives.

PROMOTION

The possibility of advancement often serves as a major incentive for superior managerial performances , and promotions are the most significant way to recognize superior performance It should be based on merit and untained by favortism

Trasfers They are used to give people broader job experiences as part of their development and to fill vacancies as they occur Promotions , transfers , demotions and separations High performers may be promoted , low performers may be demoted , transferred to less important positions , or even seperated

The Four cs Model For Evaluating Human Resources

Competence How competent are employees in their work? Do they need additional training? Commitment How committed are employees to their work and organization Congruence Is there congruence , or agreement , between the basic philosophy and goals of the company and its employees? Is there trust and common purpose between managers and employees.

 Cost effectiveness Are HRM policies cost-effective in terms of wages , benefits , turnover , absenteeism , strikes , and similar factors?

Thank You