SEWP ZC 241 PRINCIPLES OF MANAGEMENT Human Resource

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

What is HRM? ? ?

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

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

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

Staffing the Organization ©Prentice Hall, 2001 Chapter 9 6

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

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

Employee Selection Testing Interviewing Application Forms

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

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

Preparing Employees to Do Their Jobs Orientation Training

Appraisals Benefits HR Topics Grievances and Discipline Compensation

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

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

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

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

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

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

Human Resource Inventory Report Job Analysis Job Description Specification

HRM process: recruitment and downsizing School Placement Internal Searches Employee Leasing Traditional Recruiting Sources Employment Agencies Employee Referrals Temp Services Advertisemen ts

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

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

HRM process: selection Selection Devices Written Tests Performance Simulations Interviews

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 Applicants Realistic Expectations Increased Commitment Realistic Job Previews (RJP)

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

HRM process: training and development 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? Is there a need for training? What are the Organization‘s Strategic goals? What tasks must be Completed to achieve Organizational goals?

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

HRM process: performance management 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 Fundamentals of Management: 6 -30 Gao Junshan, UST Beijing

HRM process: performance management Performance Appraisal Methods Written Essay Graphic Rating Scales MBO Fundamentals of Management: 6 -31 Multiperson Comparison Critical Incidents BARS 360 o Gao Junshan, UST Beijing

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

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

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

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

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

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

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

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 Ø On-the Job Training Ø 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 • • Emerging Roles • Challenges • Strategic HR Management • 2/14/2018 Functions In a Nutshell Free template from www. brainybetty. com 52

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 2/14/2018 Free template from www. brainybetty. com 53

1. Human Resources Planning 8. Retention and Replacement 2. Recruitment Acquiring Human Resources 7. Rewards and Recognition 3. Selection and Screening Maintaining HR 6. Performance appraisal 4. Orientation 5. Training and Development 2/14/2018 Free template from www. brainybetty. com 54

Scientific management approach 1 2 3 4 2/14/2018 • Fredrick Taylor- father of scientific management • Study of motions • Workers were solely motivated through money • Workers to maxamise production in order to satisfy their one work related need- money Free template from www. brainybetty. com 55

Human relations approach 1 2 3 2/14/2018 • The hawthorne studies – 193040’s • Growing strength of unions • Social and psychological factors also affected employee productivity Free template from www. brainybetty. com 56

Why human relations approach Failed? ? 1 2 3 2/14/2018 • Did not recognize individual differences • Did not recognize need for job structure • Failed to recognize other factors that could influence employee satisfaction and productivity Free template from www. brainybetty. com 57

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 2/14/2018 Free template from www. brainybetty. com 58

Challenges Before HR Manager Unlike other resources each employee is different from other. method of encouragement & motivation can be different from person to person Expectations of employees are high because they know their value. 2/14/2018 Free template from www. brainybetty. com 59

Operative Functions Employment Human Resources Development Compensation Employee Relations 60

Employment Job Analysis Human Resource Planning Recruitment Selection Placement Induction 61

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 62

Selection Scanning CV’s Testing Interviewing Results Formulation Evaluating Selection 63

Human Resource Development Performance Appraisal Training Management Development Career Planning & Development 64

Compensation Job Evaluation Wages & Salary Admin Incentives Fringe benefits 65

Emerging Role of Human Resource Management It is the competence and attitude of the human resource that can make or break a business. 2/14/2018 Free template from www. brainybetty. com 66

Value of Human Resources A nation with a rich human resource can develop fast. In this modern age of technology and globalization, quality human resource is an important contributor to the well being and development of a nation. 2/14/2018 Free template from www. brainybetty. com 67

Human resources- A competitive advantage According to Adi Godrej, Chairman and Managing Director, Godrej Consumer Product Ltd. , “all corporate strength are dependent on people. ” Human resources of an organization is an unique asset to the organization and is essential for a business to gain competitive advantage over its competitors. 2/14/2018 Free template from www. brainybetty. com 68

Human resource accounting COST VALUE 2/14/2018 • Human resource accounting is measurement of the cost and value of the people for an organization. • Human resource accounting helps management to value its human resource and use them with discretion and wisdom Free template from www. brainybetty. com 69

Service Provider • An HR specialist can help providing information on market statistics of personnel availability, pay rates etc. • Interpret the complex labor law and legislations that’s are applicable in day-to-day work. • Carry out certain HR activities like recruitment , compensation, etc. Executive Facilitator Consultant Auditor 2/14/2018 • Training and development activities are planned and conducted and performance appraisal are done. • Also to ensure that other managers who undertake such activities are well equipped to do so. • Handling problems due to lack of motivation, lack of training, job misfit or grievances related to pay. • Responsible for ensuring that all members of the management perform their respective roles concerned with the effective use of human resources. Free template from www. brainybetty. com 70

THE CHALLENGES WORKER PRODUCTIVITY QUALITY IMPROVEMENT CHANGING ATTITUDES OF WORKFORCE IMPACT OF THE GOVERNMENT QUALITY OF WORK LIFE TECHNOLOGY AND TRAINING 2/14/2018 Free template from www. brainybetty. com 71

STRATEGIC HUMAN RESOURCE MANAGEMENT Strategic Management • It is the management of the available resources to achieve the long term and short term goal of an organization in a dynamic and competitive environment. Strategic Human Resource Management • It is the optimum utilization of human resources to achieve the set goals and objectives in the business environment. 2/14/2018 Free template from www. brainybetty. com 72

Strategic Human Resource Planning Involves Develop Identify Design HR is HR goals in developed alignment with HR required internally or goals of the to achieve acquired them organization these goals is from outside. are designed identified 2/14/2018 Free template from www. brainybetty. com 73

IN A NUTSHELL HRM 3 approaches 2/14/2018 • complex • challenging • Scientific Management Approach • Human Relations Approach • Human Resources Approach Free template from www. brainybetty. com 74

service provider auditor executive Roles of HR Executives Consultant 2/14/2018 facilitator Free template from www. brainybetty. com 75