Overview of Human Resource Management 1 Human

Overview of Human Resource Management 1

Human Resources Management 2

Recruitment 3

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. 4

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) 5

Selection 6

Selection • The process of assessing candidates and appointing a post holder • Applicants short listed – most suitable candidates selected • Selection process – varies according to organisation: 7

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 8

Employment Legislation 9

Employment Legislation • Increasingly important aspect of the HRM role • Wide range of areas for attention Even in a small business, the legislation relating to employees is important – chemicals used in a hairdressing salon for example have to be carefully stored and handled to protect employees. 10

Discrimination • Crucial aspects of employment legislation: – Race – Gender – Disability is no longer an issue for employers to ignore, they must take reasonable steps to accommodate and recruit disabled workers. 11

Discipline 12

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 13

Development 14

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 15

Training 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

Rewards Systems 18

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. 19

Trade Unions 20

Trade Unions • 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 21

Productivity 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

Motivation 24

Extrinsic (or External) Motivation • Causes people to do something for a reward or to avoid a penalty – For example, a professional athlete might enjoy the sport, but he/she chooses to play for a particular team because it pays more money or has more prestige. • People are usually attracted to a job for extrinsic reasons (good pay, good benefits, good working conditions) • Paying people more money (extrinsic motivation) does not make them work harder. (But it might keep them from leaving and it might attract new employees). 25

Intrinsic (or Inner) Motivation • • • causes people to participate in an activity for their own enjoyment. – For example, kids play sports because it is fun and they like being with their friends. People usually stay with a job for intrinsic reasons (they like the people they work with, they find the job challenging, people praise them for the job they do) Intrinsic motivation is what builds loyalty and dedication in your employees 26

Herzberg’s Motivational and Hygiene Factors • Motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction • Hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more; examples include larger salaries, more supervision, and a more attractive work environment 27

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