Human Resource Management

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

 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.

 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

 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.

 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.

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

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

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

Why you care about HRM?

Impact on employees
Impact on managers Provides potential future roles as HR professionals Impact on organizations

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

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

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

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)

Goals of Human Resource Management

Facilitating organizational competitiveness
Enhancing productivity and quality

The human resource function in contemporary organizations

Complying with legal and social obligations

Promoting individual growth and development

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.

The Human Resource Management Process

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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.

Environmental Factors Affecting HRM (contd)

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.

Key Functions
Human Resource Planning Recruitment & Selection

Compensation & Benefits

Performance Appraisals Training & Development

 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

a program to meet those future needs

Developing

Human Resource Planning

Assessing Current Human Resources Assessing Future Human Resource Needs

Developing a Program to Meet Needs

Current Assessment
Human Resource Inventory
A review of the current make-up of the organizations 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.

Tasks

Responsibilities

Duties

Human Resource Planning Recruitment Selection Training and Development Performance Appraisal Compensation and Benefits

Job Descriptions
Job Analysis Job Specifications

Safety and Health

Employee and Labor Relations

Knowledge

Skills

Abilities

Legal Considerations Job Analysis for Teams

Current Assessment (contd)

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.

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

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

Major Sources of Potential Job Candidates

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

Recruitment and Decruitment

Recruitment
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

Decruitment Options

Sources of Recruitment

School Placement Employee Referrals

Internal Searches

Recruitment Sources

Voluntary Applicants

Employment Agencies

Advertisements

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.

Selection process
Step 1 Completing application materials. Gathering information regarding an applicants background and experiences. Typical application materials. Traditional application forms. Rsums. 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 persons fit with

the job and the organization.

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.

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 firms policies and procedures. The firms organizational culture.

Types of Selection Devices

Application Forms Written Tests Performance Simulations Interviews Background Investigations Physical examinations

Written Tests
Types of 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

Performance Simulation Tests

Testing an applicants 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. facilities in which job candidates undergo a series of performance simulation tests to evaluate their managerial potential.

Assessment centers
Dedicated

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.

Suggestions for Interviewing

1. Structure a fixed set of questions for all applicants. 2. Have detailed information about the job for which applicants are interviewing. 3. Minimize any prior knowledge of applicants background, experience, interests, test scores, or other characteristics. 4. Ask behavioral questions that require applicants to give detailed accounts of actual job behaviors. 5. Use a standardized evaluation form. 6. Take notes during the interview.

7. Avoid short interviews that encourage premature decision making.

Other Selection Approaches (contd)

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.

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 organizations objectives, history, philosophy, procedures, and rules. Includes a tour of the entire facility

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

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Employee Training Methods

Traditional Training Methods
On-the-job Job rotation Mentoring and coaching

Technology-Based Training Methods

CD-ROM/DVD/Videotapes/ Audiotapes Videoconferencing/ teleconferencing/ Satellite TV E-learning or other interactive modules.

Experiential exercises
Workbooks/manuals Classroom lectures

Performance Appraisal

Performance Appraisal

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

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

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)

360 Feedback

The combination of peer, subordinate, and self-review

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.

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Performance Appraisal Methods

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

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

Factors That Influence Compensation and Benefits

Career Development
Career Defined
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

Some Suggestions for a Successful Management Career

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

Contemporary HRM Issues (contd)

Sexual Harassment
An unwanted activity of a sexual nature that affects an individuals 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 individuals employment. environment in which a person is affected by elements of a sexual nature.

An offensive or hostile environment

An

Contemporary HRM Issues (contd)

Work-Life Balance
Employees have personal lives that they dont 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

Desired Outcomes of HRM

Attraction Retention Job Performance Productivity Employee Safety and Health Attendance Job Satisfaction Competitive Advantage Company Performance