Fundamentals of Human Resource Management
Eighth Edition
Decenzo and Robbins
Chapter No. 1
Definition

Human resources management is the planning, organizing, directing and controlling the performance of the
personnel of an organization for the purpose to meet the organizational objectives.

A branch of management which goal is to use the labor resource of an organization effectively is called human
resource management.
Human resource planning

is a process by which an organization ensures that
◦
it has the right number and kinds of people
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at the right place
◦
at the right time
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capable of effectively and efficiently completing those tasks that will help the organization achieve its
overall strategic objectives.
An Organizational Framework

A mission statement defines what business the organization is in, including why it exists and who its customers
are.

Strategic goals
◦
Set by senior management to establish targets for the organization to achieve.
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Generally defined for the next 5-20 years.
1: EMPLOYMENT PLANNING
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Linking Organizational Strategy to Human Resource Planning
◦
Human Resource Information Systems (HRIS) are increasingly popular computerized databases that
contain important information abut employees.
e.g. name,education,training
Current position and salary.

Replacement Charts: an organizational report indicates positions that my become vacant in the near future and
the individual who may fill the vacancy. Replacement chart is an effort to ensure that another individual is ready
to move into position that may become vacant in near future due to promotion, retirement, resignation or death.

A sample Replacement Chart
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Linking Organizational Strategy to Human Resource Planning


Determining the Demand for Labor
◦
A human resource inventory can be developed to project year-by-year estimates of future HRM needs for
every significant job level and type.
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Forecasts must be made of the need for specific knowledges, skills and abilities.
Predicting the Future Labor Supply
◦
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Decreases in internal supply come about through:
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Retirements
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Dismissals

Transfers-out

Lay-offs

Voluntary quits

Prolonged illnesses

Deaths
◦
Retirements are the easiest to forecast.
◦
Other factors are much more difficult to project.
◦
Dismissals, transfers, and lay-offs are more easily controlled by management.
Matching Labor Demand and Supply
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◦
Employment planning compares forecasts for demand and supply of workers.
◦
Special attention should be paid to current and future shortages and overstaffing.
◦
Decruitment or downsizing may be used to reduce supply and balance demand.
◦
Rightsizing involves linking staffing levels to organizational goals.
Employment Planning and
The Strategic Planning Process
Job Analysis

Job Analysis is a systematic exploration of the activities within a job.

It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which
a job is performed.

Job Analysis Methods

Observation method: : A job analysis technique in which data are gathered by watching employees while
working.

Individual interview method – a team of job incumbents is selected and extensively interviewed.

Group interview mathod: is similar to the individual interview method except that a number of
incumbents are interview simultaneously.

Diary method – A job analysis method requiring job incumbents to record their daily activities. The
method consumes a lot of time and may have to be extend over long period of time.
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Job Descriptions
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Written statement of what jobholder does, how it is done, under what conditions and why.
◦
Common format: title; duties; distinguishing characteristics; environmental conditions; authority and
responsibilities.
◦
Used to describe the job to applicants, to guide new employees, and to evaluate employees.
Job Specifications
◦
States minimum acceptable qualifications.
◦
Used to select employees who have the essential qualifications.
Job Evaluations
◦
Specify relative value of each job in the organization.
◦
Used to design equitable compensation program.
Job Analysis and the Changing World of Work
◦
Globalization, quality initiatives, telecom, and teams require adjustments to the components of a job.
◦
Today’s jobs often require not only technical skills but interpersonal skills and communication skills as
well.
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CHAPTER 2
Basic Functions of HRM
The Staffing Function
1- Strategic HR Planning
2- Recruiting
3- Selection
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Activities in HRM
The Staffing Function

Activities in HRM related with seeking, attracting and hiring qualified people

It is made of several factors like:
◦
Strategic HR planning
◦
Recruiting
◦
selection
02- Recruiting
Where---?
The Staffing Function---Recruiting

Recruiting is the process of seeking sources for potential job candidates

Candidates can be hired from outside the organization or if available*, can be promoted from within the
organization

Objectives of recruiting is to inform the job candidates about the vacancy and to receive as many applications as
possible from potential job candidates

The more applications received, the better the chances for finding a suitable candidate
Factors Affecting Recruiting Efforts

Organization Image:
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Reputation of the organization, quality of the goods and services, social standing
good reputation = more and more candidates will apply

Job Attractiveness:
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People are less likely to apply for hazardous, boring, blue collar and less paying jobs
Examples: jobs in less secure areas, mining industry, demining programs, security companies

Internal Organizational Policies:
◦
Promotion, responsiveness to employee needs.
people prefer jobs with the organizations where they feel secure, enjoy freedom and a great deal of self respect

Government Influence
◦
Equal Employment Opportunity and other policies.
every organization has to obey the state laws when deciding to hire new employees or fire the older ones
Recruiting Sources

Internal Search:
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The Internal data base of the company
◦
Employees referral and recommendations

From outside the organization:

Attracting potential job candidates through job advertisement in the newspaper, company
website and on the internet
Internal Recruiting
◦
From inside the organization :

The development function enables an organization to have the right no. of people when they are
needed

Job positions are advertised through inter office memos, internal communication and on the
company notice board

Some organizations maintain a Human Resource Information System [HRIS]
External Recruiting
◦
From outside the organization:

◦
Attracting potential job candidates through job advertisement in the newspaper, company
website and on the internet
External Sources of recruiting:
◦
Advertisement in the newspaper, company website and on the internet
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Schools, Colleges and Universities:
◦
Professional Organizations in HR services like ACBAR in Afghanistan
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Previous applications, lay-offs, part time workers
Internal or External Recruiting
Class Activity: Group Discussion

Is it good to fill all the vacancies from inside or from outside the organization---?
Advantages of Internal Recruiting
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Advantages of External Recruiting
•
New ideas and viewpoints.
•
Possible to meet affirmative action goals.
•
The demands of rapid organization growth can be met only with external recruits.
•
May save in training costs by having more current training.
Disadvantages of External Recruiting

External recruiting can be expensive.

Takes longer to identify and hire a candidate.

External candidates are of unknown qualities

Can be discouraging to current employees
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