1. Human Resource Management

2. Is there any difference between Personnel management and Human resource management ????

3. For those who recognize a difference between personnel management and human resources, the difference can be described as philosophical.
Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks.
Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization.

4. Human resources is described as much broader in scope than personnel management.
Human resources is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. A primary goal of human resources is to enable employees to work to a maximum level of efficiency

5. Personnel management can include administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented.
By contrast, human resources involves ongoing strategies to manage and develop an organization's workforce. It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company's workforce.

6. PM is often considered an independent function of an organization.
Human resource management, on the other hand, tends to be an integral part of overall company function.

7. What is Human Resource Management?
Managing the effective use of people to achieve both organizational and individual goals
Ie; through the effective recruitment, selection, development, compensation, and utilization of human resources by organizations

8. In short……..HRM is the integration (incorporation/mixing) of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way

9. Human Resource Management (Contd.)
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)
What HR Professionals Do?
HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations

10. Why you care about HRM? Impact on employees Impact on managers
Provides potential future roles as HR professionals
Impact on organizations

11. HRM has increased in importance since the 1980s. Why?
Globalization
Government regulation
Stronger knowledge/research base
Changing role for labor unions
Challenge of matching worker expectations with competitive demands

12. What motivates you as an employees?
Good wages
Good working conditions
Job security
Full appreciation of work that is done
Tactful disciplining
Employer loyalty to employees
Interesting work
Promotion and growth in the organization

13. How HR Functions Relate to HR Activities
The Acquisition of
Human Resources
Planning
Analyzing Jobs
Recruitment
Selection
The Development of
Human Resources
Appraising
Training
Developing

14. How HR Functions Relate to HR Activities, continued
The Maintenance of
Human Resources
Employee Benefits
Safety & Health
Labor Relations
The Rewarding of
Human Resources
Compensating
(Wages & Salaries)
(Incentives)

15. Goals of Human Resource Management
Enhancing
productivity and
quality
Facilitating
organizational
competitiveness
The human resource
function in contemporary
organizations
Figure 1.3
page 17
DeNisi & Griffin
Complying with
legal and social
obligations
Promoting
individual growth
and development

16. The Importance of Human Resource Management (HRM)
1)Necessary part of the organizing function of management
Selecting, training, and evaluating the work force
2)As an important strategic tool
HRM helps establish an organization’s sustainable competitive advantage.
3)Adds value to the firm
High performance work practices lead to both high individual and high organizational performance.

17. The HRM Process Functions of the HRM Process
Ensuring that competent employees are identified and selected.
Providing employees with up-to-date knowledge and skills to do their jobs.
Ensuring that the organization retains competent and high-performing employees who are capable of high performance.

18. The Human Resource Management Process

19. Environmental Factors Affecting HRM
Labor Union
An organization that represents workers and seeks to protect their interests through collective bargaining.
Collective Bargaining Agreement
A contractual agreement between a firm and a union elected to represent a bargaining unit of employees of the firm in bargaining for:
Wage, hours, and working conditions.

20. Environmental Factors Affecting HRM (cont’d)
Affirmative Action
The requirement that organizations take proactive steps to ensure the full participation of protected groups in its workforce.
Laws and Regulations
Limit managerial discretion in hiring, promoting, and discharging employees.

21. Key Functions Human Resource Planning Recruitment & Selection
Compensation & Benefits
Performance Appraisals
Training & Development

22. Human Resource (HR) Planning
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 their tasks.
Helps avoid sudden talent shortages and surpluses.
Steps in HR planning:
Assessing current human resources
Assessing future needs for human resources
Developing a program to meet those future needs

23. Human Resource Planning
Assessing Current
Human Resources
Assessing Future
Human Resource
Needs
Developing a
Program to Meet
Needs

24. Current Assessment Human Resource Inventory
A review of the current make-up of the organization’s current resource status
Job Analysis
An assessment that defines a job and the behaviors necessary to perform the job
Knowledge, skills, and abilities (KSAs)
Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and their managers.

25. Tasks Responsibilities Duties Job Descriptions Job Analysis
Human Resource Planning
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and Labor Relations
Legal Considerations
Job Analysis for Teams
Tasks
Responsibilities
Duties
Job Descriptions
Job Analysis
Job Specifications
Knowledge
Skills
Abilities

26. Current Assessment (cont’d)
Job Description
A written statement of what the job holder does, how it is done, and why it is done.
Job Specification
A written statement of the minimum qualifications that a person must possess to perform a given job successfully.

27. Definitions
Job - Consists of a group of tasks that must be performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities performed by one person; there is a position for every individual in an organization
Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization (functional job analysis , position analysis questionnaire)
Job description – document providing information regarding tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform a particular job

28. Meeting Future Human Resource Needs
Supply of Employees
Demand for Employees
Factors Affecting Staffing
Strategic Goals
Forecast demand for products and services
Availability of knowledge, skills, and abilities

29. Major Sources of Potential Job Candidates

30. Recruitment
Process of locating, identifying, and attracting capable candidates
Can be for current or future needs
Critical activity for some corporations.
What sources do we use for recruitment

31. Recruitment and Decruitment
The process of locating, identifying, and attracting capable applicants to an organization
Decruitment
The process of reducing a surplus of employees in the workforce of an organization
E-recruiting
Recruitment of employees through the Internet
Organizational web sites
Online recruiters

32. Decruitment Options

33. Sources of Recruitment

34. Recruitment Sources School Placement Employee Referrals Internal
Searches
Recruitment
Sources
Voluntary
Applicants
Employment
Agencies
Advertisements

35. SELECTION
A series of steps from initial applicant screening to final hiring of the new employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.

36. Selection process Step 1 Completing application materials.
Gathering information regarding an applicant’s background and experiences.
Typical application materials.
Traditional application forms.
Résumés.
Sometimes tests may be included with application materials.
Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person’s fit with the job and the organization.

37. Selection process Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.

38. Selection process Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job performance.
Negotiation of salary and/or benefits for some jobs.
Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firm’s policies and procedures.
The firm’s organizational culture.

39. Types of Selection Devices
Application Forms
Written Tests
Performance Simulations
Interviews
Background Investigations
Physical examinations

40. Written Tests Types of Tests Legal Challenges to Tests
Intelligence: how smart are you?
Aptitude: can you learn to do it?
Attitude: how do you feel about it?
Ability: can you do it?
Interest: do you want to do it?
Legal Challenges to Tests
Lack of job-relatedness of test to job requirements
Discrimination in equal employment opportunity against members of protected classes

41. Performance Simulation Tests
Testing an applicant’s ability to perform actual job behaviors, use required skills, and demonstrate specific knowledge of the job.
Work sampling
Requiring applicants to actually perform a task or set of tasks that are central to successful job performance.
Assessment centers
Dedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate their managerial potential.

42. Other Selection Approaches
Situational Interviews
Interviews in which candidates are evaluated on how well they handle role play in mock scenarios.
Background Investigations
Verification of application data
Reference checks:
Lack validity because self-selection of references ensures only positive outcomes.
Physical Examinations
Useful for physical requirements and for insurance purposes related to pre-existing conditions.

43. Suggestions for Interviewing
Structure a fixed set of questions for all applicants.
Have detailed information about the job for which applicants are interviewing.
Minimize any prior knowledge of applicants’ background, experience, interests, test scores, or other characteristics.
Ask behavioral questions that require applicants to give detailed accounts of actual job behaviors.
Use a standardized evaluation form.
Take notes during the interview.
Avoid short interviews that encourage premature decision making.

44. Other Selection Approaches (cont’d)
Realistic Job Preview (RJP)
The process of relating to an applicant both the positive and the negative aspects of the job.
Encourages mismatched applicants to withdraw.
Aligns successful applicants’ expectations with actual job conditions; reducing turnover.

45. Orientation Transitioning a new employee into the organization.
Work-unit orientation
Familiarizes new employee with work-unit goals
Clarifies how his or her job contributes to unit goals
Introduces he or she to his or her coworkers
Organization orientation
Informs new employee about the organization’s objectives, history, philosophy, procedures, and rules.
Includes a tour of the entire facility

46. Types of Training Interpersonal skills Technical Business Mandatory
Performance management
Problem solving/Decision making
Personal

47. Employee Training Methods
Traditional Training Methods
On-the-job
Job rotation
Mentoring and coaching
Experiential exercises
Workbooks/manuals
Classroom lectures
Technology-Based Training Methods
CD-ROM/DVD/Videotapes/ Audiotapes
Videoconferencing/ teleconferencing/ Satellite TV
E-learning or other interactive modules.

48. Performance Appraisal

49. Performance Appraisal
The identification, measurement, and management of human performance in organizations.

50. Why Conduct Performance Appraisals?
Make decisions about that person's future with the organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel decisions
Research
Validation of selection techniques and criteria

51. Techniques for Evaluating Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for career development than for promotion decisions
Self‑evaluation
Self‑ratings suffer from leniency
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multi‑source)

52. 360° Feedback
The combination of peer, subordinate, and self-review

53. Employee Performance Management
Performance Management System
A process establishing performance standards and appraising employee performance in order to arrive at objective HR decisions and to provide documentation in support of those decisions.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.

54. Performance Appraisal Methods
Written essays
Critical incidents
Graphic rating scales
Behaviorally anchored rating scales (BARS)
Multiperson comparisons
Management By Objectives (MBO)
360 Degree feedback

55. Compensation and Benefits
Benefits of a Fair, Effective, and Appropriate Compensation System
Helps attract and retain high-performance employees
Impacts on the strategic performance of the firm
Types of Compensation
Base wage or salary
Wage and salary add-ons
Incentive payments
Skill-based pay

56. Factors That Influence Compensation and Benefits

57. Career Development Career Defined Career Development
The sequence of positions held by a person during his or her lifetime.
Career Development
Provides for information, assessment, and training
Helps attract and retain highly talented people
Boundaryless Career
A career in which individuals, not organizations, define career progression and organizational loyalty

58. Some Suggestions for a Successful Management Career

59. Contemporary HRM Issues
Downsizing
The planned elimination of jobs in an organization
Provide open and honest communication.
Reassure survivors.
Managing Work Force Diversity
Recruitment for diversity
Selection without discrimination
Orientation and training that is effective

60. Contemporary HRM Issues (cont’d)
Sexual Harassment
An unwanted activity of a sexual nature that affects an individual’s employment.
Unwanted sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when submission or rejection of this conduct explicitly or implicitly affects an individual’s employment.
An offensive or hostile environment
An environment in which a person is affected by elements of a sexual nature.

61. Contemporary HRM Issues (cont’d)
Work-Life Balance
Employees have personal lives that they don’t leave behind when they come to work.
Organizations have become more attuned to their employees by offering family-friendly benefits:
On-site child care
Summer day camps
Flextime
Job sharing
Leave for personal matters
Flexible job hours

62. Desired Outcomes of HRM
Attraction
Retention
Job Performance
Productivity
Employee Safety and Health
Attendance
Job Satisfaction
Competitive Advantage
Company Performance
These are dimensions along which HR contributes to the attainment of an organization’s goals
Therefore, these dimensions can be the basis for judging the effectiveness of the HR program
A growing issue for HR in organizations is justifying and promoting their activities, showing the value added by such efforts.