managing human resource management (2)

8/8/2019 Managing Human Resource Management (2)

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Managing Human Resource

Management


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Human Resource refers to the knowledge, talents and skills andbehaviors of a human or humans that contribute to the production ofgoods and services. Or Any person and their particular abilities andskills.

Human resource management (HRM) is the strategic and

consistent approach to the management of an organization's mostvalued assets - the people working there who individually andcollectively contribute to the achievement of the objectives of thebusiness.

"Human resource management is responsible for how people aretreated in organizations. It is responsible for bringing people into theorganization, helping them perform their work, compensating them

for their labors, and solving problems that arise" (Cherrington, 1995,p. 5).


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A strategy is a course of action. The companys long-

tem plan for how it will balance its internal strengths

and weaknesses with its external opportunities and

threats to maintain a competitive advantage. Strategic Human Resources Management

Strategic human resource management is the

process of linking the human resource function

with the strategic objectives of the organization

in order to improve performance.


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Basic Model of

How to Align HR

Strategy

and Actions withBusiness

Strategy

Source:Adapted from Garrett Walker and J. Randal MacDonald,

Designing and Implementing an HR Scorecard, Human

Resources Management40, no. 4 (2001), p. 370.


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Important HR Activities

Job Analysis & HR Planning:

job analysis determine activities, skills, and knowledge required ofan employee for a specific job. Job analyses are "performed onthree occasions: (1) when the organization is first started,

(2) when a new job is created, and (3) when a job is changed as a result of new methods, new procedures, or new

technology" (Cherrington, 1995).

Jobs can be analyzed through the use of questionnaires,observations, interviews, employee recordings, or a combination ofany of these methods.

Two important outcome of job analysis are (1) a job description, which identifies the job, provides a listing of responsibilities

and duties unique to the job, gives performance standards, and specifiesnecessary machines and equipment; and

(2) the job specification, which states the minimum amount of education andexperience needed for performing the job (Mondy and Noe, 1996).


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HR Planning

HR planning is a process by which an organization

ensures that it has the right number and kinds of people

at the right place, at the right time, capable of effectivelyand efficiently completing the tasks that help

organization to achieve its overall goals.

The information then are used to match supplies and

demand for employees and making them compatible

with organization future needs


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An Overview Of The HR Planning Process

Labor markets

Technology

LegislationCompetition

Economy

Demand forecast

Internal labor supply

External labor supplyJob analysis

HRM

environmental

scanning

Human

resources

planning

Organizational

strategic

planning

HR Planning


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The Recruitment and Selection Process Steps

1. Decide what positions youll have to fill through

personnel planning and forecasting.

2. Build a pool of candidates for these jobs by recruiting

internal or external candidates.3. Have candidates complete application forms and

perhaps undergo an initial screening interview.

4. Use selection techniques like tests, background

investigations, and physical exams to identify viablecandidates.

5. Decide who to make an offer to, by having the

supervisor and perhaps others on the team interview

the candidates.


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2. Recruitment & Selection

Staffing in large organizations: Someone (e.g., a department manager) or some event (e.g., an

employee's leaving) within the organization usually determines aneed to hire a new employee.

an employee requisition must be submitted to the HRdepartment that specifies the job title, the department, and thedate the employee is needed.

From there, the job description can be referenced for specific jobrelated qualifications to provide more detail when advertising thepositioneither internally, externally, or both (Mondy and Noe,

1996).


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Internal recruitment Sources: Job Posting

External recruitment Sources: Adv, job

portals, employee referrals etc.


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Training and Development

"Trainingfocuses on learning the skills, knowledge, and attitudesrequired to initially perform a job or task or to improve upon theperformance of a current job or task, while

developmentactivities are not job related, but concentrate on

broadening the employee's horizons.


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Training Process


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Important T & D Methods The type of training depends on the material to be learned, the

length of time learners have, and the financial resources available.

One type is instructor-led training, which generally allowsparticipants to see a demonstration and to work with the productfirst-hand.

On-the-job training and apprenticeships let participants acquire newskills as they continue to perform various aspects of the job.

Audi-visual techniques.

Class rooms Instructions

Computer-based training (CBT) or Distance Learning: provideslearners at various geographic locations access to material to belearned at convenient times and locations.

Behavioral Modeling: employees learn key behaviors and matchestheir behaviors with the showed modeled one.

Types of development opportunities include mentoring, career

counseling, Case Studies, Simulation, Role Playing etc.


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Levels ofTraining Evaluation


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Performance Appraisals

Personnel evaluation method seeking the measurement ofemployee work effectiveness using objective criteria.

Performance appraisal systems hope to achieve higher productivityoutcomes by delineating how employees meet job specifications.

A major challenge for performance appraisal systems is to define

performance standards while maintaining objectivity. There are two primary purposes of performance appraisal:

evaluative and developmental. The evaluative purpose is intended to inform people of their performance

standing. The collected performance data are frequently used to reward highperformance and to punish poor performance.

The developmental purpose is intended to identify problems in employees

performing the assigned task. The collected performance data are used toprovide necessary skill training or professional development.


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Some Appraisal methods

Just as there can be different performance evaluators, depending onthe job, several appraisal systems can be used. Some of the popularappraisal methods include:

(1) ranking of all employees in a group;

(2) using rating scales to define above-average, average, and

below-average performance; (3) recording favorable and unfavorable performance, known as

critical incidents; and

(4) managing by objectives, orMBO (Mondy and Noe, 1996).


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Who conducts the appraisals

Supervisors who rate their subordinates

Employees who rate their supervisors

Team members who rate each other Outside sources

Employees self-appraisal

Multisource (360 feedback) appraisal


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Compensation and Benefits

Compensation (payment in the form of hourly wages,monthly or annual salaries) and benefits (insurance,pensions, vacation, modified workweek, sick days, stock

options, etc.) are important because an employee'sperformance can be influenced by compensation andbenefits, and vice versa.

In the ideal situation, employees feel they are paid whatthey are worth, are rewarded with sufficient benefits, andreceive some intrinsic satisfaction (good work

environment, interesting work, etc.). Compensation should be legal and ethical, adequate,

motivating, fair and equitable, cost-effective, and able toprovide employment security (Cherrington, 1995).


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Components of A Compensation

Program

Figure 121


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Compensation

Administration

Process


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Job Evaluation

Job Evaluation

The systematic determination of the relative

worth of jobs within an organization.


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Employee and Labor Relations

Just as human resource developers make sure employees have propertraining, there are groups of employees organized as unions to address andresolve employment-related issues. Unions have been around since thetime of the American Revolution (Mondy and Noe, 1996).

Those who join unions usually do so for one or both of two reasons to increase wages and/or to eliminate unfairconditions. Some of the outcomes of union involvement include better medical plans, extended vacation

time, and increased wages (Cherrington, 1995).


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HR managers are also responsible for resolvingcollective bargaining issues i.e. employment relatedissues such as compensation and benefits, workingconditions, job security, discipline procedures,individuals' rights, management's rights, and contractlength.

Collective bargaining involves management and theunion trying to resolve any issues peacefullybefore theunion finds it necessary to strike and/or managementdecides to institute a lockout (Cherrington, 1995).

Article 17 provides for a fundamental right to exercisethe freedom of association and the right to form unions


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Safety, Health & Environment

Mondy and Noe (1996) define safetyas "protectingemployees from injuries caused by work-relatedaccidents" and

health as keeping "employees free from physical oremotional illness" (p. 432).

The Safety laws are to enhance safety and health and todecrease accidents, which lead to decreased productivityand increased operating costs (Cherrington, 1995).

Health problems recognized in the workplace can includethe effects of smoking, alcohol and drug/substanceabuse, AIDS, stress, etc


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