SEWP ZC 241: PRINCIPLES OF MANAGEMENT Human

SEWP ZC 241: PRINCIPLES OF MANAGEMENT Human Resource Management & Selection

What is HRM? ? ?

Potential Employees Retired Employees. Recruiting Hiring Education And training Termination Benefit administration ACTIVITIES OF HRM DATA MANAGEMENT EMPLOYEESTHE FIRM

Work force planning Recruiting subsystem Work force management Compensation subsystem Benefit subsystem Environmental Reporting. HRM database. Accounting Information system Human Resources Research subsystem Human Resources Intelligence system Users. Input subsystems Output subsystems SUBSYSTEMS OF HRMENVIRONMENTAL SOURCES INTERNAL SOURCES

©Prentice Hall, 2001 Chapter 9 5 The Recruitment and Selection Process Personnel Planning & Job Analysis Recruiting a Pool of Candidates Orientation & Training. Candidate is hired Candidates Complete Application Forms Use Selection Tools to Screen Applicants Interview Final Candidates

©Prentice Hall, 2001 Chapter 9 6 Staffing the Organization

©Prentice Hall, 2001 Chapter 9 7 Job Analysis and Personnel Planning Job Specifications Job Descriptions Job Analysis Questionnaires

©Prentice Hall, 2001 Chapter 9 8 Employee Recruiting • Current employees • Advertising • Employment agencies • Temporary help agencies • Executive recruiters • Referrals and walk-ins • College recruiting • Workforce diversity

Employee Selection Application Forms. Testing Interviewing

Interviewing Guidelines Plan the Interview Establish Rapport Ask Questions Close the Interview Review

Other Selection Techniques Background Checks Physical Exams. Reference Checks Honesty Testing. Information Services

Preparing Employees to Do Their Jobs Orientation Training

HR Topics. Appraisals Benefits Compensation. Grievances and Discipline

©Prentice Hall, 2001 Chapter 9 14 • Equal Employment Laws • Affirmative Action Programs • Sexual Harassment • Occupational Safety and Health • Labor-Management Relations • Other Employment Law Issues Human Resources Legal Framework

Human Resource Management (HRM) concerns with getting, training, motivating and keeping competent employees. Human Resource Management. Overview: definition and significance

Common Factors to all management practices Environmental Factors Affecting HRMAffecting HRM Laws and government regulations Labor Unions. Overview: environmental factors

The Legal Environment of HRM Affirmative Action Employment Training Retention. Overview: environmental factors

Human Resource Management Process Planning Recruitment and Downsizing Selection Orientation Training and Development Performance Appraisals Safety and Health. Compensation and Benefits Competent High-Performing Workers. HRM process

Human Resource. Human Resource Planning Making a Future Assessment. Making a Current Assessment Designing a Future Program. HRM process: planning

Human Resource Inventory Report Job Description. Job Analysis Job Specification

Traditional Recruiting Sources. Internal Searche ss Employee Referrals Employee Leasing Temp Services Employment Agencies Advertisem ents. School Placement. HRM process: recruitment and downsizing

Firing Layoffs and Attritionand Attrition Transfers Reduced Workweeks Job Sharing. Early Retirements Downsizing Options. HRM process: recruitment and downsizing

Fundamentals of Management: 6 — 23 Gao Junshan, UST Beijing. The proven relationship between a selection device and some relevant criterion Validity Reliability The degree to which a selection device measurers the same thing consistently. Property of Selection Devices HRM process: selection

Written Tests Performance Simulations Interviews. Selection Devices. HRM process: selection

The Effectiveness of Interviews • Prior knowledge about an applicant • Attitude of the interviewer • The order of the interview • Negative information • The first five minutes • The content of the interview • The validity of the interview • Structured versus unstructured interviews. HRM process: selection

Well-Matched. Well-Matched Applicants Realistic Expectations Increased Commitment Realistic Job Previews (RJP)(RJP)HRM process: selection

Fundamentals of Management: 6 — 27 Gao Junshan, UST Beijing. Employee Orientation Smooth Insider-Outsider Transition Familiar with the job and its environment Reduce initial anxiety. HRM process: orientation

Employee Training What deficiencies, if any, do jobholders have in terms of skills, knowledge, or abilities required to exhibit the essential and necessary job behaviors? What behaviors are necessary for each jobholder to complete his or her job duties? What tasks must be Completed to achieve Organizational goals? What are the Organization‘s Strategic goals? Is there a need for training? HRM process: training and development

Training Methods. Job Rotation Simulation Exercises. Classroom Lectures Understudy Assignments Vestibule Training Films and Videosand Videos. HRM process: training and development

Fundamentals of Management: 6 — 30 Gao Junshan, UST Beijing. Performance Management • Performance management system is a process of – Establishing standards and – Evaluating performance • The purpose of performance management is to – Arrive at objective human resource decisions and – Provide documentation to support any personnel actions • Evaluation of the employees performance can be done by – Comparing against some set of performance standards – Comparing employees with one another – Measuring the work on the bases of preset objectives. HRM process: performance management

Fundamentals of Management: 6 — 31 Gao Junshan, UST Beijing. Performance Appraisal Methods Critical Incidents Graphic Rating Scales Multiperson Comparison. Written Essay BARS 360360 oo MBOMBOHRM process: performance management

Employee Counseling. Discipline Actions Performance Problems on the Job. HRM process: performance management

Determining Benefits. Determining Pay Levels Administration of Employee Compensation. HRM process: compensation and benefits

Factors Influencing Pay Level • Knowledge, skills, abilities • Authority and responsibility • Nature of the business • The environment • Geographic location • Performance levels • Seniority of the employee • Compensation philosophy. HRM process: compensation and benefits

Employee Benefits Social security Unemployment compensation Life and disability insurance Paid time off Retirement programs Health insurance. HRM process: compensation and benefits

Workforce Diversity Sexual Harassment. Current HRM Issues. Current issues: Workforce diversity, sexual harassment

Family-Friendly Benefits Unions and Management. Current HRM Issues. Current issues: Family-friendly benefits, union and management

Workplace Violence Survivors of Layoffs. Current HRM Issues. Current issues: Workforce violence, survivors of layoffs

Outsourcing Contingent Workforce. Current HRM Issues. Current issues: Outsourcing and use of contingent workforce (See chap 2 p 66)

HUMAN RESOURCES MANAGEMENT • Set of Organizational activities directed at attracting, developing, and maintaining an effective workforce • The process of acquiring, training, terminating, developing, and properly using the human resources in an organization

The HRM Process 1. Human Resource Planning: Forecasting Demand Supply and Job Analysis 2. Staffing the Organization: Recruitment, Selecting, and Orientation 3. Developing the Workforce: Training and Performance Appraisal 4. Compensation and Benefit: Wages and Salaries, Incentive and Benefit Program

Human Resource Planning Job Analysis – determining the tasks, the skills, abilities and responsibilities needed to perform the job • Job Description – a statement about a job’s duties • Job Specification – A statement of the human qualification needed to perform a job

Human Resource Planning Forecasting the demand — estimating the personnel needs of organization Forecasting the supply of labour: • Internal Supply • External Supply Matching Demand with Supply

Recruiting Recruitment – Steps taken to staff an organization with the best qualified people Sources: • Internal recruiting • External recruiting from worker unions, university, employment agencies

Selection and Orientation Selection – evaluating and choosing the candidates. Selection Process: application form, Tests, and Interview Orientation – A procedure for providing new employees with basic background information about the firm

Training and Development • Training – supplying the skills, knowledge, and attitudes needed by employees to improve their abilities to perform their job On-the Job Training Off-the Job Training • Development – preparing someone for the new and greater challenges and more demanding job

Performance Appraisal – appraising the employee’s performance in relation to job standards and then providing feedback to the employee Methods: • Subjective Performance appraisal – performance criteria and rating scale are not defined • Objective Performance Appraisal – performance criteria and the method of measurement are specifically defined

SELECTION

WHAT IS HUMAN RESOURCE?

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The Flow • Definition • Approaches and their Implications • Functions • Emerging Roles • Challenges • Strategic HR Management • In a Nutshell 04/01/16 Free template from www. brainybetty. com

Definition Human resource management is the function performed in an organization that facilitates the most effective use of people(employees) to achieve organizational and individual goals 04/01/16 Free template from www. brainybetty. com

04/01/16 Free template from www. brainybetty. com 54 Maintaining HR

Scientific management approach 04/01/16 Free template from www. brainybetty. com

Human relations approach 04/01/16 Free template from www. brainybetty. com

Why human relations approach Failed ? ? 04/01/16 Free template from www. brainybetty. com

Human Resources Approach • Organization goal & needs of employee are capable of existing in harmony • Employees are asset for organization • Organization should create contributive work environment to reap maximum benefit 04/01/16 Free template from www. brainybetty. com

Challenges Before HR Manager 04/01/16 Free template from www. brainybetty. com

Operative Functions

Employment

Human Resource Planning • Present and future manpower requirements • Net human resource requirements • Mould, change and develop employees to meet future organizational requirements • Attract and acquire human resources from the market

Selection

Human Resource Development

Compensation

Emerging Role of Human Resource Management It is the competence and attitude of the human resource that can make or break a business. 04/01/16 Free template from www. brainybetty. com

Value of Human Resources 04/01/16 Free template from www. brainybetty. com

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04/01/16 Free template from www. brainybetty. com 72 STRATEGIC HUMAN RESOURCE MANAGEMENT

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IN A NUTSHELL 04/01/16 Free template from www. brainybetty. com

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