On completion of this study unit, you should be able to:
1. Define human-resource management and strategic humanresource management.
2. Explain the role of the human-resources manager.
3. Identify and explain the human-resource management process
by discussing the activities and functions of human-resource
management: strategic planning, staffing, developing and
assessing the organization's human resource.
4. Explain the maintenance of the organization's human
resources.
5. Discuss the current trends in human resources management.
LO 1
Ch 6 -106
LO 1
HRM = Function in the workplace that entails all the practices
and policies related to the
in an
organisation.
HRM = The process through which an optimal fit is achieved
among the employee, job, business and environment, so that
employees reach their desired level of satisfaction and
performance, and
the business meets its goals.
Ch 6 -106
LO 1
SHRM seeks to ensure that the HR function with the
strategic, long term, top-level management decisions of the
organisation.
e.g., internationalisation of the business, require HR to be
involved in planning and organising workforce requirement .
Ch 6 -106
LO 2
Role of the human-resources manager,
Ensuring that the organisation’s human resources are
managed as effectively and efficiently as possible.
+
To meet two goals:
Increasing organisational effectiveness.
Satisfying employees' needs.
•
•
Primary
Responsibilities of the
HR manager: ensure
best use of HR
Part
adviser
Part
manager
Part
counsellor
Part strategist
Part trainer
and developer
Ch 6 -107 - 108
LO 3
Three main activities:
6.3.1.) Strategic HR
planning
6.3.2.) Staffing
6.3.3.) Development and
assessing
LO 3
6.3.1) Strategic HR planning
Four phases of strategic HRM
planning
Once HR STRATEGY is
determined, two steps
remain:
Ch 6 -109
LO 3
6.3.1.1) Strategic HR planning: Job analysis
Job Analysis Determines:
1) (Job Description)
The content of the job
&
2) (Job Specification)
Behaviours and
attributes
necessary to master
the content
Figure 6.3: Job analysis results in two end
Ch 6 -109 - 110
products
LO 3
6.3.1.1) Strategic HR planning: Job analysis – Uses
• 1 - HR forecasting
• 2 - Recruitment
• 3 - Interviewing and selection
• 4 - Induction
• 5 - Training and development
• 6 - Job evaluation and remuneration decisions
• 7 - Organizational restructuring
• 8 - Performance management
• 9 - Job redesign
• 10 - Organizational restructuring redesign
• 11 - Labour relations
Ch 6 -110 - 111
LO 3
6.3.1.2) Strategic HR planning: HR Forecasting
(TEXTBOOK)
HR forecasting (workforce planning)
- ongoing process of
- developing and implementing plans,
- so that the right employees fill the right type
and number of jobs,
- allowing the organisation to achieve its goals
and objectives.
- purpose: balance supply & demand of
organization’s human resources.
Ch 6 -111
LO 3
6.3.2) Staffing the organisation
Staffing involves finding suitably qualified
workers to fill particular jobs,
Done through:
• 1 Recruitment
• 2 Selection
• 3 Induction
Ch 6 -111
LO 3
6.3.2.1) Staffing: 1 Recruitment
Recruitment refers to all HRM
actions used to draw a sufficient
number of available and qualified job
applicants to apply for a job so that
the most appropriate one can be
selected.
• Internal – filling
positions from
inside the
organisation
• External - filling
positions from
outside the
organisation
• Usually, a
combination of
both
Advantages and Disadvantages
P. 111 - 112
Sources and Techniques
P. 112
Ch 6 -111 - 113
LO 3
6.3.2.2) Staffing: 2 Selection
Selection is the process where the individual who best suits a
particular position is chosen from a group of applicants.
Selection process
p. 115
Ch 6 -113
LO 3
6.3.2.3) Staffing: 3 Induction
Definition:
Induction is the process though which the new
employee is welcomed and orientated to the
organisation.
Objectives of an induction programme:
Makes new employee feel more at ease.
Introduce him/her to everyone and everything.
•
•
Ch 6 -116 - 117
LO 3
FYI
INDUCTION – An introduction with who you are going to work for
Includes:
-Company overview. (Mission, Vision, Values; History , objectives and
clients; management team and hierarchy; Policies and dress code;
Business code of conduct guidelines)
6.3.2.3) Staffing: Induction
-Joining and statutory forms.
ORIENTATION – Aligning with job role & responsibilities and work culture.
Includes:
-Multiple learning methods (Presentation and videos; Information sessions
and online learning; Workplace tour and Formal meetings with teams and
departments.)
-Information of procedures and processes
-Information of work assignment/ job, clients
-Introduction to team members and key contacts.
-Information about employment terms and conditions.
Ch 6 -116 - 117
LO 3
6.3.3.) Developing and assessing the organisation’s
human resources:
6.3.3.) Developing and assessing the organisation’s human
resources, involves
6.3.3.1.) - Training and Development (T&D)
6.3.3.2.) - Performance Management
Ch 6 -117 - 119
LO 3
6.3.3.1.) Developing and assessing the organisation’s
human resources: Training and Development
Training - opportunities to enhance employee's skills and
knowledge to do a specific job.
Development - long-term focus on preparing employees for
future work responsibilities
Ch 6 -117 - 119
LO 3
6.3.3.2.) Developing and assessing the organisation’s
human resources: Performance Management
Performance management is a
- formal and methodological,
on-going process,
- of joint review between the
manager and employee,
- by means of which employees’
job-related strengths and
weaknesses,
- are identified, measured against
objectives, and
- followed by a development plan.
Types of Performance Criteria:
- Trait-based: focus on
employee personal
characteristics (loyalty to
organization)
- Behaviour-based: focus on
behaviours leading to job
success (e.g. ability to work
well with co-workers)
- Outcomes-based: focus on
what is achieved/produced
(linked to organizational goals)
Ch 6 -117 - 119
LO 3
Compensation
1 Extrinsic Rewards
1.1. Non-financial
1.1.1. Status rewards (office furniture)
1.1.2. Social rewards (praise)
1.2. Financial
1.2.1. Wages, Salaries
1.2.2. Benefits
1.2.3. Incentive schemes
Compensation Objectives
1. Attract good applicants
2. Retain good employees
3. Motivate employees to
demonstrate effort
4. Comply with current
legislation
5. Ensure organizational
profitability
2 Intrinsic rewards
2.1. Opportunities for personal growth
2.2. Most interesting work
Ch 6 -120
LO 3
Compensation objectives:
Ch 6 -120
LO 5
• 1 - International recession
• 2 - Social networking
• 3 - Work-life balance significance
• 4 - Need for measurement of results
• 5 - Need for ethics and social responsibility
• 6 - Safety issues
• 7 - Globalisation
• 8 - Emphasis on performance management
• 9 - Need for skilled employees
• 10 - Demographic change
• 11 - Government legislation
Ch 6 -121
On completion of this study unit, you should be able to:
1. Define human-resource management and strategic humanresource management.
2. Explain the role of the human-resources manager.
3. Identify and explain the human-resource management process
by discussing the activities and functions of human-resource
management: strategic planning, staffing, developing and
assessing the organization's human resource.
4. Explain the maintenance of the organization's human
resources.
5. Discuss the current trends in human resources management.