HUMAN RESOURCE

MANAGEMENT

PRINCIPLES OF MANAGEMNT

HUMAN RESOURCE MANAGEMENT

Human resource management (HRM or

HR) is a function in organizations
designed to maximize employee
performance in service of their
employers strategic objectives.
Concerned with how people are
managed within organizations.
Responsible for employee recruitment,
training and development, performance
appraisal, and rewarding.

STAFFING

Filling and keeping filled, positions in the

organization structure.
Identify workforce requirements,
inventory the people available, recruit,
select, place, promote, appraise, plan
the career, compensate, train.,
Linked to organizing- setting up of
intentional structures of roles and
positions.

SYSTEMS APPROACH TO
HRM
Enterpris
e plans
Organiza
tion
plans
Number
and kinds
of
managers
required
Manager
inventory

Analysis
of present
and future
needs for
managers

Extern
al
source
s
Intern
al
sourc
es

Recruitm
ent
Selectio
n
Placeme
nt
Promotio
n
Separati
on

Appraisal
career
strategy
Training
and
placement

Leading
and
controlli
ng

SYSTEMS APPROACH TO
HRM

Managers have to be recruited, selected,

placed and promoted.

Factors affecting the number and kinds

of managers required
Management inventory
Analysis of the need for managers:

External
Internal

SITUATIONAL FACTORS:

External:

Educational
Socio-cultural
Legal-political
Economic

Internal:

Personnel policies
Organizational climate
Promotion from within

THE EXTERNAL
ENVIRONMENT

Equal employment opportunity

Women in management
Diversity in the workplace
Staffing in the international environment

THE INTERNAL
ENVIRONMENT

Promotion from within

Promotion from within in large
companies

Responsibility for staffing

THE POLICY OF OPEN COMPETITION

Principle of open competition:

Vacant positions should be opened to the

best qualified persons available, whether
inside or outside the enterprise.

SELECTION

Matching the person with the job.

Selection: choosing from among
candidates, from within or outside the
organization, the most suitable person
for a position.

SYSTEMS APPROACH TO SELECTION

Managerial
requiremen
ts plan

Position
requireme
nts and
job design
Individual
characteris
tics

External
environment

Recruitme
nt
Selection
Placement
Promotion

Internal
environment

Orientation

POSITION REQUIREMENTS AND

JOB DESIGN

Identifying job requirements

Appropriate scope of the job
Meeting managerial skills required by
the job design
Job design

For individuals
For work teams

FACTORS INFLUENCING JOB DESIGN

Enterprise objectives
Individual differences
Technology involved
Costs associated with restructuring the
jobs
Organization structure
Internal climate

SKILLS NEEDED IN
MANAGERS

Technical
Human
Conceptual
Design
Analytical and problem solving abilities

PERSONAL CHARACTERISTICS
NEEDED IN MANAGERS

Desire to manage
Communication skills and empathy

Intragroup
Intergroup

Integrity and honesty

Past performance as manger

RECRUITMENT OF
MANAGERS

Attracting candidates to fill positions in

the organization structure

Promotion from within the enterprise

Hiring from outside

SELECTION, PLACEMENT & PROMOTION

Selection

Placement

Applicants are sought to fill a position with

specific requirements
Strengths and weaknesses of the individual are
evaluated, and a suitable position is found or
designed

Promotion

Move within the organization to a higher position

that has greater responsibilities and requires
more advanced skills

THE PETER PRINCIPLE

managers tend to be promoted to the

level of their incompetence Peter
Principle by Laurence J Peter and
Raymond Hall.

SELECTION TECHNIQUES

Interviews
Tests
Assessment centers:

A technique for selecting and promoting

managers

ORIENTING AND
SOCIALIZING

Orienting:

The introduction of new employees to the

enterprise- its functions, tasks and people

Socializing:

Acquisition of work skills and abilities,

adoption of appropriate role behaviors, and
adjustment to the norms and values of the
workgroup