Human Resource Management Kyaw Nu Trainer of HRM kyawnu2009@gmail.com

Our Strength is the Quality of Our People Our People are Our Most Important Resource

Human Resource Management (HRM) The design and application of formal systems in an organization to ensure the effective and efficient use of human talent to accomplish organizational goals. This includes activities undertaken to attract, develop, and maintain an effective workforce.

Strategic Human Resource Management Company Strategy Attract an Effective Workforce HRM Planning Job Analysis Recruiting Selecting Maintain an Effective Workforce Develop an Effective Workforce Wage and Salary Benefits Labor Relations Termination Training Development Appraisal Source: Adopted from Daft, Richard. L (2003)

Matching Process of HRM Company’s Needs Strategic goals Current and future competencies Market changes Employee turnover Corporate culture Employee Contribution Ability Education and experience Commitment Expertise and knowledge Match with Company’s Inducement Pay and benefits Meaningful work Advancement Training Challenge Employee’s Needs Stage of career Personal value Promotion and aspiration Outside interest Family concerns Match with

Porter and Lawler Motivation Model

Human Resource Management

Major Process in Human Resource Management Human Resources Planning Job and Work design Organization improvement Staffing Human Resources Protection and Representation Compensation and Reward Training and Development Performance Appraisal and Review

The Changing Social Contract New Contract Old Contract Job security A cog in the machine Knowing Employability, personal responsibility Partner in business improvement Learning Employee Continuous learning, incentive compensation Creative development opportunity Challenging assignments Information and resources Employer Traditional compensation package Standard training programs Routine jobs Limited information

New Motivational Compensation Programs Pay for Performance　(Merit Pay) Skill-Based Pay Gain Sharing Employee Stock Ownership Plan (ESOP) Lump-Sum Bonuses Pay for Knowledge Flexible Work Schedule Team-based Compensation

Maslow’s Hierarchy of Needs Content Theories Maslow’s Hierarchy of Needs opportunity for training, advancement, growth, and creativity Education, religion, hobbies, personal growth Self-Actualization Needs Recognition, high status, increased responsibilities Approval of family, friends, community Esteem Needs Work groups, clients, coworkers, supervisors Family, friends, community groups Belongingness Needs Safe work, fringe benefits, job security Freedom from war, pollution, violence Safety Needs Physiological Needs Heat, air, base salary Food, water, oxygen

Herzberg’s Two-Factor Theory Area of Satisfaction Highly Satisfied Motivator influence level of satisfaction Motivators Achievement Recognition Responsibility Work itself Personal Growth Neither Satisfied nor Dissatisfied Area of Dissatisfaction Hygiene factors influence level of dissatisfaction Hygiene factors Working conditions Pay and security Company policies Supervisors Interpersonal relationship Highly Dissatisfied Source: Adopted from Daft, Richard. L (2003)

Maslow’s and Herzberg’s Ideas Compared

Job Performance, Selection Criteria, and Predictors

Human Resource Planning

Human Resource (HR) Planning Human Resource (HR) Planning, which is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.

HR Planning Process

External Environmental Factors Affecting Labor Supply for an Organization

COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY Individual employee demographics (age, length of service in the organization, time in present job) Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates) Individual performance data (work accomplish ment, growth in skills)

COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY Education and training Mobility and geographic preference Specific aptitudes, abilities, and interests Areas of interest and internal promotion ladders Promotability ratings Anticipated retirement

Estimating Internal Labor Supply

Linkage of Organizational and HR Strategies

Process Theories Equity Theory Individuals’ perceptions of how fairly they are treated relative to others Outcome (Pay, Recognition, Benefits, Promotions, etc) Equity = Input (Education, Experience, Effort, Ability, Expertise)

Reinforcement Theories Anything that causes a given behavior to be repeated or inhibited Types of Reinforcement Positive Reinforcement Negative Reinforcement (Avoidance Learning) Punishment Extinction

Changing Behavior with Reinforcement Positive Reinforcement Praise employees, recommend pay raise Employee Increases Work Rate Negative Reinforcement Avoid negative statements Slow Work Rate (Supervisor request faster work) Punishment Make negative statement Employees Continues Slow Work Extinction Withhold raises, pay, praises

Schedule of Reinforcement Continuous Reward given after each desired behavior Praise Rapid Extinction Reinforcement Partial Reinforcement Fixed-Interval Reward given at fixed time interval Quarterly Bonus Rapid Extinction Fixed-ratio Reward given at fixed amount of output Piece rate Rapid Extinction Variable-interval Reward given at variable time Performance appraisal and award given at random time each month Slow Extinction Variable-ratio Slow Extinction Reward given at variable amount of output Sales bonus tied to amount of sales volume

Job Design for Motivation Job simplification Worker A Worker B Worker C Task 3 Task 1 Task 2

Job Design for Motivation Job Rotation Worker C Worker A Worker B Task 3 Task 1 Task 2

Job Design for Motivation Job Enlargement Worker A Task 3 Task 1 Task 2

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