HUMAN RESOURCE MAN A GEMENT
Chapter 1
Human resource management:
DEFINITION: The utilization of a firm's human resource to achieve the organizational objectives.
HUMAN RESOURCE MANAGEMENT FUNCTIONS
There are five function of HRM,
1.
STAFFING: The process through which an organization ensures that it always has the proper number of
employees with the appropriate skills in the right job at the right time to achieve the organization objectives.
2.
Human resource development:
A major HRM function that consists not only of T& D but also
individual career planning and development activities and performance appraisal. Development involves
learning that goes beyond today jobs it has a more long term focus.
3.
Compensation and benefits: The term compensation means the total of all rewards provided
employees in return for their services. The rewards may be one or combination of the following:
a) pay: the money that a person receives for performing a job.
b) Benefit: Additional financial rewards, other than base pay, including paid vacations, sick leave, holidays, and
medical insurance.
C) Non financial rewards: Nonmonetary rewards such as enjoyment of the work performed or a satisfactory
workplace environment that provides flexibility.
4.
Safety and health: Safety involves protecting employees from injuries caused by work related accident.
Health refers to the employee's freedom from physical or emotional illness. These aspects of job are
important because employees who work in a safe environment and enjoy good health are more likely to be
productive and produce long term benefit to the organization.
5.
Employees and labor relations: Business firm require by law to recognize a union and bargain with i
a good faith if the firm employee want the union to represent them.
The Dynamic Human Resource Management Environment:
There are some external factors which affect the human resource five functions they are the following,
•
The labor force: the individual from which the firm obtain its work. The labor force always changing if it
changes organization must change.
•
Legal consideration: law and court decision affect the HRM function if it changing continuously.
•
Society: Society may also exert pressure on HRM. To remain acceptable to the general pubic a firm must
accomplish its purpose while complying with societal norms.
Union: Comprised of employees who have joined together for the purpose of dealing with their employer.
Union also put pressure on HRM.
Share holder: The owner of a corporation is shareholder. They focus on firm benefit not employees benefit.
Competition: Firm faces high competition both in product and labor market. A firm must maintain a supply of
competent employees if it is succeed, grow, and prosper.
Customer: customer constantly demands for high quality products and after purchase service. Therefore a
firm workforce should be capable of providing top quality goods and services. These conditions directly
related to skills, qualification, and motivations of the organizations employees.
Technology: As changing technology affect the HRM functions. Some of the top HR technology trends include
Web-connected workplaces, outsourcing of function, virtual work places (such as online meeting, web
conferences, and video conferencing) are the tools to measure the success of HR practices and to predict
future result.
The economy: The economy of a nation affects the HRM function. When the economy is booming recruiting
qualified workers more difficult.
Chapter 2
JOB ANALYSIS AND HUMAN RESOURCE PLANNING
JOB ANALYSIS: The systematic process of determining the skills, duties, and knowledge required for
performing specific jobs in an organization.
JOB: A group of tasks that must be performed if an organization is to achieve its goal.
POSITION: The collection of tasks and responsibilities performed by one person.
REASONS FOR CONDUCTING JOB ANALYSIS Each job require
different knowledge, skills and ability level (KSAs)
1.
Staffing: All area of staffing will be danger if the recruiter did not know the qualifications needed to perform
the various jobs.
2.
Training and development: To give proper training to the workers to do their job efficiently.
3.
Compensation and benefits: To give compensation to the worker according to their skills and
qualification.
:
.
.
4.
Safety and health: job analysis is also important in finding safety and health considerations. For example
hazardous job need specific information about the hazards in order to perform the jobs safely.
5.
Employee and labor Relations: job analysis information is also important in employee and labor
relation. When employee is considering for promotion, transfer or demotion job description provide
information about that.
6.
Legal consideration: it is important for supporting the legality of employment practices.
•
•
Questionnaires: to make structure questionnaire for the employees.
•
Observation: to observe the worker performance.
•
Interview: to know about the skills of an employee job analyst interviewed him for the job.
s
Employee recording: employee describes their daily work activities in diary which has check by the job
analyst.
y
Jobs analysis is performed on three occasions. First when organization founded and a job analysis program is initiated
for the first time. Second it performed when new jobs are created. It is used when jobs are significantly changed as a
result of new technology, procedure and methods. Job analysis information is used to prepare both job descriptions and
job specifications.
JOBS DESCRIPTION: A documents that provides information regarding the tasks, duties, and responsibility of a
job. Among the items frequently included in a job description are these:
•
Major duties performed.
•
Percentage of time devoted to each duty.
•
Performance standard to be achieved.
•
Working conditions and possible hazards.
•
Number of employees performing the job, and to whom they report.
•
The machines and equipment used on the job.
JOB SPECIFICATION: A documents that outlines the minimum acceptable qualifications a person should
possess to perform a particular job. Items typically included in the job specification such as educational
requirement, experience, and personality trait and physical abilities. Example (interpersonal skills, ability to
influence, leadership criteria etc).
b/^JOBS IDENTIFICATION: The job identification section includes the job title, (VC, bus driver we call them pilot) the
department, the reporting relationship, and a job number or code. A good title will closely the nature of the work
content and will distinguish that job from others. For example branch manager occupational code 183.137-010. The
first digit of the code identifies one of the following major occupations:
•
0 Professional, technical, and managerial.
•
2 Clerical and sale
•
3
•
4
Forming, fishing, forestry and related.
•
5
Processing
•
6
Machine trade
•
7 Structural work
•
8
Service
\
Miscellaneous
JOB DESIGN:
A process of determining the specific task to be performed, the methods uses in performing these tasks, and how
the job relates to other work in an organization. i
r
JOB ENRICHMENT:
The restructuring of the content and level of responsibility of a job to make it more challenging, meaningful,
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and interesting to a worker. For example providing work scheduling freedom and providing new learning
experiences, {serior r hmj i'iii
JOB ENLARGEMENT:
The process of increasing the number of tasks a worker performs without increasing the level ofxesponsibility.
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Chapter 3
RECRUITMENT
RECRUITMENT: Is the process of attracting individuals on a timely basis, in sufficient numbers and with
appropriate qualifications, and encouraging them to apply for jobs with an organization.
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•
Recruitment types
INTERNAL RECRUITMENT: recruitment with in an organization is called internal recruitment.
Promotion policies: the policies of filling vacancies above entry level positions with employees presently
employed by a company.
•
Job posting: a procedure for communicating to company employees that fact a job opening exists.
•
Job bidding: techniques that permits individual in an organization who believe that they possess the
required qualifications to apply for a posted job.
•
Employee Referrals: when the company own employees soliciting application from their friends and
associates.
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External recruitment: to recruit people from out side the organization is called external recruitment.
•
Competitor: to recruit the employees of the competitor by offering high salary and benefits.
•
Militant person: to recruit the retired army people because they are already trained.
•
Unemployed worker: the employees who leave the organization for any reason can be recruited for the
firm.
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•
Disable people: to recruit the disable because sometime disable posses' outstanding good quality,
•
Internship: to offer internship to the university student and after training recruits them for the job.
•
Former employees: to hire again the old workers this leaved the job in the past.
•
Self employed workers: these individuals may be true entrepreneur and creative for the company.
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External recruitment methods:
1)
ADVERTISEMENT: A way of communicating the firm's employment needs to the public through media
such as radio, new paper or industry publication and trade journals. 2}
Employment agencies:
Organizations that help companies recruit employees and at the same aids
individuals in their attempt to locate jobs. These agencies perform recruitment and selecti on functions
that have proven quality beneficial to many organizations.
3)
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Job fairs: a recruitment method engaged in by a single employer or group of employers to attract a large
number of applicants for the interviews.
5)
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Recruiter: recruiters focus on technical and vocational schools, colleges and universities to recruit the
students. Internet recruiters
4)
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Internship: placing a student in a temporary job with no obligation either by company to hire the
student permanently position with the firm following graduation.
6)
Walk in applicants: if an organization has good reputation the applicant may unsolicited apply for the
job because they are favorably impressed with firm reputation,
7)
Open houses: the firm hires and recruiters in a warm causal environment that encourages on the spot
job offers. Open house is cheaper and faster than hiring through recruitment agencies and they are also
more popular than job fairs.
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Chapter 4
SELECTION
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Selection: selection is the process of choosing from a group of applicants the individual best suited
for a particular position and organization.
The selection process
1) Preliminary interview: the selection process starts with preliminary interview. The basic purpose this
interview is to screen or eliminate the applicants who do not meet the position requirement. Telephone
interview and videotaped interview.
2)
Review of applications and resumes: recheck the resume and applications for further screening.
3)
Selection test: to conduct the aptitude test for to check the ability and intelligence of the potential
employees. Other test job knowledge test, work sample test, personality test, genetic test, and
graphoanalysis*
Characteristics of properly designed selection test
standardization: uniformity of the procedures and condition related to administrating test. Objectivity: the
condition that is achieved when all individual scoring a given test obtain the same result. Norms: a frame of
reference for comparing an applicant's performance with that of others. Reliability: the extent to which a
selection test provide consistent results. Validity: the extent to which a test measures what it claims to
measure.
GENERAL TYPE INTERVIEWS
Unstructured (nondirective) interview: a meeting with a job applicant during which the interviewer asks
probing, open ended questions.
The structured (directive or patterned) interview: the process in which an interviewer consistently
presents the same series of job related questions to each applicant for a particular job. Behavioral
interviews: a structured interview where applicants are asked to relate actual incident from their past that
are relevant to the target job.
4)
Employment interviews:
a goal oriented conversation in which an interviewer and an applicant
supposed exchange information. It includes occupational experience, academic achievement,
interpersonal skills, personal qualities and organization fft. Analyze the job to determine the (KSAy).
Methods of interviewing;
•
One on one interview: the applicant meets one on one with an interviewer.
•
Group interview: a meeting in which several job applicants interact in the presence of one or more
company representatives.
•
Board interview: a meeting in which several representative of a company interview a candidate in one or
more sessions.
•
Stress interview: a form of interview that intentionally creates anxiety to determine how a job applicant
will react in certain types of situation.
5)
Reference and background checks: check the background of the applicant in detail that he is fulfill the job
6)
requirement criteria of not.
Selection decision: The candidates who fulfill the job criteria will be selected in selection decision process.
7)
Medical examination: The selected candidates are further referring for medical examination.
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Chapter 5
Training and development
ng and development (T & D): A continuous effort designed to improve employee competency and
Train
Organizational performance. TRAINING: Activities designed to provide learning with the knowledge and
skills needed for their present job.
DEV
ELQPMENT: learning that goes beyond today's job and has a more long term focus.
NEED ASSESSMENT
ENSURING EMPLOYEE
CREATING ENVIRONMENT
TRANSFER OF TRAINING
EVALUATION
TRAINING METHODS
MONITORING
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NEED ASSESSMENT: justify our need that what are our need for the job i.e. training. ENSURING EMPLOYEE: find
out the employees for training who have basic knowledge about the job. CREATING ENVIRONMENT: Provide good
working environment for the employees to take interest in the training. TRANSFER OF TRAININGS: what we learn
and how it applies practically.
•
Near training: The environments of training are same with working (practical) environment. E.g. army.
•
Far training: training environment is different from practical environment. E.g. spy and researcher training.
EVALUATION: To check our resource i.e. is money, time and other resources that it is feasible or not to give
training.
TRAINING METHODS;
1.
Mentoring and coaching:
lyientpxlng: advising, coaching, and nurturing for creating a practical relationship to enhance individual career,
personal, and professional growth and development.
Caching; a responsibility of the immediate boss and provides assistance much the same as a mentor.
2.
Case study: a training method in which trainees are expected to study the information provided in the case
and make decided based on it. $*■
3-
Video tapes: to train our worker by using video tapes this type of training is doing by small businesses that
cannot afford m ore expenses.
4.
Role playing: a training method in which participants are required to respond to specific problems they may
actually encounter.
5.
Business games: to train workers by using different business games."
6.
On the job training (CUT): an informal approach to training in which an employee learns job tasks by actually
performing them.
7.
Job Rotation: a form of OJT where employees move from on job to another to broaden their experience.