1. Human Resource Management
Dr. Fred Mugambi Mwirigi
JKUAT

2. 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

3. Uniqueness of HRM
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.

4. Human resource planning
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.

5. Contd. It is accomplished through analysis of
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

6. 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.

7. Human Resource Planning Sketch
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Since it is important to have the right people in the right jobs at the right time, human resource planning is the process to achieve that. What the organization will do is make an assessment of the current capabilities of its employees, determine what it will need in the future, and design a program to meet those needs.
Depending on the organization’s objectives and strategies, demand for human resources is contingent upon demand for the organization’s products or services and on the levels of productivity. After estimating total revenue, management can estimate the number and kinds of human resources needed to obtain those revenues.
After it has assessed current capabilities and future needs, management can estimate future human resources shortages and over-staffing. Then, it can develop a program to match these estimates with forecasts of future labour supply.
Developing a
Program to Meet
Needs 6

8. Key components ofHRM HR planning Recruiting Selecting
Organizational and
work design
Induction / Orientation
Performance Appraisal and Management
Disciplining
Rewarding/ retention
Training and developing
‘Decruiting’
Labour relations

9. 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.

10. 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)

11. Selection
The process of assessing candidates and appointing a post holder
Applicants short listed – most suitable candidates selected
Selection process – varies according to organisation:

12. Selection 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

13. Orientation Two types of orientation: Work unit orientation:
Familiarizes employee with goals of work unit, contribution to the unit’s goals, introduction to co-workers.
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.

14. Discipline Firms cannot just ‘sack’ workers
Wide range of procedures and steps in dealing with workplace conflict
Informal meetings
Formal meetings
Verbal warnings
Written warnings
Grievance procedures
Working with external agencies

15. 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

16. 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’

17. 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”.

18. Behavioral Anchored Rating Scales 360 Degree Feedback Written Essays
Graphic
Rating
Scale
Written
Essays
Critical
Incidents
360 Degree
Feedback
Multiperson
Comparisons
BARS
Behavioral
Anchored
Rating Scales
Performance
Appraisal
Methods

19. 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.

20. Factors That Influence Compensation
Employee’s
tenure and
performance
Company
profitability
Kind of job
performed
Size of
company
Level of
Compensation
and
Benefits
Kind of
business
Geographical
location
Management
philosophy
Labour- or
capital-intensive
Unionization
There are a number of factors that can influenced compensation levels. This slide (Exhibit 9-7) displays the various factors. For example, private-sector jobs typically provide higher rates of pay than comparable positions in public and not-for-profit jobs. Likewise, employees who have been with an organization for a long time may have had a salary increase each year.
Because skill levels tend to affect work efficiency and effectiveness, many organizations have implemented skill-based or competency-based pay systems. These types of systems reward employees for the job skills and competencies they can demonstrate. These systems also tend to mesh nicely with the changing nature of work and today’s work environment.
But the most critical factor is management’s compensation philosophy.

21. 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

22. Productivity Measuring performance:
How to value the workers contribution
Difficulty in measuring some types of output – especially in the service industry
Appraisal
Meant to be non-judgmental
Involves the worker and a nominated appraiser
Agreeing strengths, weaknesses and ways forward to help both employee and organisation

23. Strategic Issues in HRM
Downsizing of personnel departments
Strategic HR planning
Outsourcing
Devolution of administrative functions
Human resource development

24. Factors that influence HRM
Employee skills, knowledge and attitudes
Social: social values, roles, trends, etc.
Political: political forces, changes.
Legal: laws, court decisions, regulatory rules.
Economic: product, labor, capital, factor markets.
Demographics
Organization Culture
Organization Strategy

25. Four C’s Model For Evaluating Human Resources
Competence
Commitment
Congruence
Cost effectiveness

26. Thank you