Dr. Fred Mugambi Mwirigi
JKUAT
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What is HRM?
The integration of all processes, programs, and
systems in an organization that ensure staff are
acquired and used in an effective way
• The management function that deals with
recruitment, placement, training, development of
organization members.
• HRM is a process for staffing the organization and
sustaining high employee performance.
• HRM can be defined as all the practices, systems
and procedures implemented to attract, acquire,
develop and manage human resources to achieve
the goals of an organization.
• Simply it is managing the employment relationship
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Uniqueness of HRM
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HR is multidisciplinary: It applies the
disciplines of Economics (wages, markets,
resources), Psychology (motivation,
satisfaction), Sociology (organization
structure, culture) and Law (min. wage, labor
contracts, etc)
HR is embedded within the work of all
managers, and most individual contributors
due to the need of managing people
(subordinates, peers and superiors) as well
as teams to get things done.
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Human resource planning
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Human resource planning is designed to
ensure the future personnel needs will
be constantly and appropriately met.
The process by which managers ensure
that they have the right number and
kinds of people in the right places, and at
the right times, who are capable of
effectively and efficiently performing
assigned tasks.
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Contd.
It is accomplished through analysis of
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Internal factors : Current and expected
skill needs, vacancies and departmental
expansions and reductions.
•
Environmental factors: Labor markets,
use of computers to build and maintain
information about employees
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Contd.
Human resource planning must be
integrated within the organizations
strategic plans
 Senior management must emphasize
the importance of human resource
planning
 Human resource planning must be
based on the most accurate
information available.
 A clear plan must be developed with
associated time-spans and scope of
activity.
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Human Resource Planning
Sketch
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Developing a
Program to Meet
Needs
FOM 9.7
Key components ofHRM
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HR planning
Recruiting
Selecting
Organizational and
work design
Induction / Orientation
Performance Appraisal and Management
Disciplining
Rewarding/ retention
Training and developing
‘Decruiting’
Labour relations
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Recruitment
The process by which a job vacancy
is identified and potential employees are
notified.
 The nature of the recruitment process
is regulated and subject
to employment law.
 Main forms of recruitment through
advertising in newspapers, magazines,
trade papers and internal vacancy lists.

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Recruitment
Job description – outline of the role
of the job holder
 Person specification – outline
of the skills and qualities required
of the post holder
 Applicants may demonstrate their suitability
through application form, letter or
curriculum vitae (CV)
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Selection
The process of assessing candidates
and appointing a post holder
 Applicants short listed –
most suitable candidates selected
 Selection process –
varies according to organisation:
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Selection
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Interview – most common method
Psychometric testing – assessing the personality
of the applicants – will they fit in?
Aptitude testing – assessing the skills
of applicants
In-tray exercise – activity based around what the
applicant will be doing, e.g. writing a letter to a
disgruntled customer
Presentation – looking for different skills
as well as the ideas of the candidate
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Orientation
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1.
Two types of orientation:
Work unit orientation:
Familiarizes employee with goals of work
unit, contribution to the unit’s goals,
introduction to co-workers.
2. Organization orientation:
Informs employee about the
organization’s objectives, history
,philosophy procedures and rules, human
resource policies and benefits. Tour of
organization’s work facilities.
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Discipline
Firms cannot just ‘sack’ workers
 Wide range of procedures and steps
in dealing with workplace conflict
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 Informal meetings
 Formal meetings
 Verbal warnings
 Written warnings
 Grievance procedures
 Working with external agencies
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Development

Developing the employee
can be regarded as investing
in a valuable asset
 A source of motivation
 A source of helping the employee fulfil
potential
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Training

Similar to development:
 Provides new skills for the employee
 Keeps the employee up to date
with changes in the field
 Aims to improve efficiency
 Can be external or ‘in-house’
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Performance Appraisal
Informal Performance Appraisal:
“The process of continually feeding back
to subordinates information regarding
their work performance”
 Formal Performance Appraisal:
“A formalized appraisal process for rating
work performance, identifying deserving
raises or promotions, and identifying
those in need of further training”.
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360 Degree
Feedback
Multiperson
Comparisons
Written
Essays
Performance
Appraisal
Methods
Graphic
Rating
Scale
BARS
Behavioral
Anchored
Rating Scales
Critical
Incidents
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Rewards Systems
The system of pay and benefits used by
the firm to reward workers
 Money not the only method
 Fringe benefits
 Flexibility at work
 Holidays, etc.
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Factors That Influence Compensation
Employee’s
tenure and
performance
Size of
company
Geographical
location
Management
philosophy
Company
profitability
Kind of job
performed
Level of
Compensation
and
Benefits
Labour- or
capital-intensive
Kind of
business
Unionization
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Trade Unions and Labour
Relations
Importance of building relationships with
employee representatives
 Role of Trade Unions has changed
 Importance of consultation and negotiation
and working with trade unions
 Contributes to smooth change
management and leadership
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Productivity
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Measuring performance:
How to value the workers contribution
 Difficulty in measuring some types of output –
especially in the service industry
 Appraisal
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 Meant to be non-judgmental
 Involves the worker and a nominated appraiser
 Agreeing strengths, weaknesses and ways forward
to help both employee and organisation
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Strategic Issues in HRM
Downsizing of personnel departments
 Strategic HR planning
 Outsourcing
 Devolution of administrative functions
 Human resource development
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Factors that influence HRM
 Employee skills, knowledge and attitudes
 Social: social values, roles, trends, etc.
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Political: political forces, changes.
Legal: laws, court decisions, regulatory
rules.
Economic: product, labor, capital, factor
markets.
Demographics
Organization Culture
Organization Strategy
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Four C’s Model For Evaluating
Human Resources

Competence
 Commitment
 Congruence
 Cost effectiveness
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Thank you
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