1. Human resource management
Book: Human Resource management eighth edition
BY: Gary Dessler

2. Management process
Planning
Organizing
Staffing
Leading
controlling

3. Human Resource Management
The policies and practices one need to carry out the people or human resources aspect of a management position including
Recruiting
Screening
Training
Rewarding
Appraising

4. HRM practices and policies Manager need to carry out
Conducting job analysis(determining the nature of each employees job)
Planning labour needs recruiting job candidate
Selecting job candidate, orienting and training
Managing wages and salaries
Providing incentive and benefits
Appraising performance
Communicating(interviewing, counselling, discipline)
Training and development
Building employment commitment

5. Manager should know about
Equal opportunity and affirmative action
Employee health and safety
Grievances and labour relations

6. Why is HRM important to all managers
Hire the wrong person for the job
Experience high turn over
Find your people not doing best
Waste time with useless interviews
Have your company taken to court because of your discriminatory action
Have your company cited under federal occupational safety laws for unsafe practices
Have some of your employees think underpaid
Allow lack of training
Commit any unfair labour practices

7. Line Versus staff authority
Authority: The right to make decisions, direct others, work, and give order
Line manager: A manager who is authorized to direct the work of subordinate and the responsibility for accomplishing the organization’s goal
Staff manager: A manager who assists and advises the mangers

8. Line managers’ Human Resource Management responsibilities
Placing the right person on right job
Starting new employees in the organization
Training employees for the job that are new to them
Improving the job performance of each person
Gaining creative cooperation and developing smooth working relationship

9. Line managers’ Human Resource Management responsibilities
6.Interpreting company’s policies and procedure
7.Controlling labour cost
8.Developing the abilities of each person
9.Creating and maintain department morale
10.Protecting employees health and physical condition

10. HR department’s HR management responsibilities
HR department provide specialize assistance to carry out three distinct function
Line function
Coordinating function
Staff(service function)

11. Line function
HR manger perform line function by creating the activities of the people in his or her own department and in services area

12. Coordinating function
Ensure
1.HR objective
2. Policies
3. Procedure
personnel activities

13. Coordinating function
HR manager function as coordinator of personnel activities, a duty refer to as functional control
Act as right arm of the top executive to ensure that HR objective, policies, and procedure that have been approved and adopted are being consistently carried out by line manager

14. Staff function(services)
Hiring
Training
Evaluation
Rewarding
Promotion
Firing of employees

15. Employees advocacy
HR must take responsibility for clearly defining how manager should
Treat employees
Make sure employees have the mechanism required to contest unfair practices
Represent the interest of employees within the frame work of its primary objective to senior management

16. Changing environment of human resource management
Globalization
Technological advancement
Deregulations
Trends in the nature of work
Workforce diversity
Legal trends affecting human resource management(equal employment opportunity law bar discrimination on the basis of race, age, disability, religion, sex, or national origins)

17. New management practices
Employees are being empowered
Flatter organization becoming the norms
Work is increasingly organize around the teams and process rather than specialized function
The basis of power are changing
Manager today must build commitment

18. Changing role of HR management
People and performance:
Early 1900s personnel people first took over hiring and firing from supervisor, ran payroll department, administered benefit plan
1930 led to second phase, protecting the firm in its interaction with union
Discrimination legislation 1960s and 1970s triggered third phase

19. 5.Personnel is speeding in forth phase and role is shifting from protector and screening to strategic partner and change agent
6.Now flattened, downsized, high performing organization, highly trained and committed employees are firm competitive advantages

20. HR and employees commitment
Employees identification with and agreement to pursue the company’s or the unit mission
Two way communication foster commitment
Fair treatment of all employees grievances and disciplinary action

21. HR and performance
Personnel screening test to select high potential employees that can save million of dollars
Train first line manager to lowering labour cost
HR helps employees to prioritize task and reduce task

22. HR and service
Employees behaviour is important for in the firm performance
Tactless, unprepared to discuss pros and cons of different product
Services industries very much dependent on employees behaviour
HR plays crucial role in shaping employees behaviour through : employees career progress, provide orientation/ socialization programs for employees improvement

23. HR and responsiveness
HR help to make companies better, faster more competitive through
Downsizing
flattening the pyramid
Empowering employees
Organizing around the teams
Improving communication
Flexible working hour

24. Strategic Human Resource Management
Employees today’s competitive advantages has led to the growth of the new field known as strategic human resource management
The linkage of HRM with strategic goal and objective in order to improve business performance and develop organization culture that foster innovation and flexibility

25. Plan of study Recruitment and placement Training and development
Compensation
Employment security and safety
International HRM

26. Recruitment and placement
Job analysis The procedure for determining the duties and skill requirement of job and the kind of person who should be hire for that

27. Job description:
A list of job duties, responsibilities, reporting relationship, working condition, and supervisory responsibilities

28. Job specification
A list of job’s “human requirements” that the requisite education, skill, personalities, and so on.

29. Use of job analysis information
1.Recruitment and selection
What job entail
What characteristic required to carry out these activities
What sort of people to recruit and hire

30. 2. compensation
Estimating the values of and appropriate compensation for each job
Compensation depend upon things like job’s required skill, education level, safety hazards degree of responsibility
Each job can be classified accurately

31. 3.Performance
Performance appraisal compares each employees with his her performance standard
Through Job analysis experts determine the standard to be achieved and specific activities to be performed

32. Training
Designing training
Development program

33. Ensure complete assignments of duties
Job analysis helps to discover unassigned duties

34. Steps in job analysis Step 1:
Identify the use to which the information will be put
This help to determine the data you will collect and how to collect
Selection of data collection technique to get information what job entails(qualitative or quantitative)

35. Step 2:
Review relevant background information like organization chart, process chart and job description.
Chart should be indentify the title of each job
The means of interconnecting lines, who report to whom and with whom the job incumbent is expected to communicate
Process chart provide more detail picture of work flow than obtainable from the organizational chart alone

36. Step 3:
Select representative position to be analyse
Step 4:
Analyse job by collecting data on job activities
Required employees behaviour
Working condition
Human traits and ability needed to perform job

37. Step 5:
Review the information with job incumbent
Information should be verified with worker performing job
This helps to confirm that information is factually correct and complete
This helps to gain employees acceptance of the job analysis data

38. Step 6
Develop job description and job specification