Professional Documents
Culture Documents
-Shraddha Kaushik
Human Resource Management
Management - Chapter 12
4
Human Resource Planning
Controlling Organizing
Leading Staffing
Job Description
Applicant
Employee
Requisition
Job Specification
Screening
Test
Interview
Finial
Employment
Job Analysis
Retaining
HR Certification
• HR is becoming more professionalized.
• Society for Human Resource Management
(SHRM)
– SHRM’s Human Resource Certification
Institute (HRCI)
• SPHR (Senior Professional in HR) certificate
• GPHR (Global Professional in HR) certificate
• PHR (Professional in HR) certificate
1–11
Human Resource Management
• Economical Sources
• Motivates the employees
• Adjustment of surplus staff
• No need for induction Training
• Transfers prepares the job for higher
positions.
Disadvantages of Internal Sources
• Wider Choice
• Scope for induction of freash talents
• Competitive Spirit
• Qualified work force
Demerits of External Recruitment
• Preliminary Screening
• Selection test:
• Employee Interview
• Reference Check
• Selection Decision
• Medical Examination
• Job offer
HRM Planning: Outsourcing
– Outsourcing: Managers can decide to contract with
outside workers rather than hiring them.
– Outsourcing is more flexible for the firm.
– Outsourcing often provides human capital at a lower cost.
• Outsource problems: managers lose control over output.
– Outsource contractors are not committed to the firm.
• Unions typically are against outsourcing that has potential
to eliminate member’s jobs.
Advantages of Internal Recruitment
• Economical Source
• Motivates the employees
• Adjustment of surplus Staff
• No need for induction Training
• Transfers prepares the job for higher positions.
Disadvantages of Internal Recruitment
• Campus Placement
• Management Consultants
• Advertisement
• Direct Recruitment
• Labour Contractor
• Casual Callers
• Recommendation of employees
• Web Publishing
Merits of External
• Wider Choice
• Scope for induction of fresh talent
• Competitive Spirit
• Qualified Work force
Demerits of External
Interviews References
Selection
• Self Appraisal
• Peer Appraisal
• 360 Degree appraisal
• Central Tendency Error-everyone ranked as
average
• Leniency-individuals are ranked higher than
they deserve
Who Appraises Performance?
Figure 10.6
Supervisors
Self Subordinates
Pay and Benefits
– Pay level: how the firm’s pay incentives compare to
other firms in the industry.
– Managers can decide to offer low or high relative wages.
• Pay Structure: clusters jobs into categories based on
importance, skills, and other issues.
– Benefits: Some are required (social security,
workers comp).
– Others (health insurance, day care, and others) are provided
at the employers option.
– Cafeteria-style plan: employee can choose the best mix of
benefits for them. Can be hard to manage.
Pay
• Base Wage
– Job Based Pay-paid for the job that is done
– Competency Based Pay-pay is linked to job-
relevant skills, knowledge, and experience
• Incentive Pay-linked to job performance
– can increase motivation
– links employees to firm performance
– works well when employees trust firm
Individual Incentives
• Minimum Wage
• Pay for overtime
• Does not cover commission, salary, or tips
Union Restriction