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Management Essentials
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! Staffing
! Training an
Development
! Motivation
! Maintenance
How External Influences
Affect HRM
! Strategic Environment
! Governmental Legislation
! Labor Unions
! Management Thought
How External Influences Affect
HRM
! HRM Strategic Environment inclu es:
Globalization
Technology
rork force iversity
Changing skill requirements
Continuous improvement
rork process engineering
Decentralize work sites
Teams
Employee involvement
Ethics
How External Influences
Affect HRM
! Governmental Legislation
Laws supporting employer an employee actions
Staffing Function Activities
! i
ensures that staffing will contribute to the
organization͛s mission an strategy
!
etermining the specific skills, knowle ge an
abilities nee e to be successful in a particular
job
efining the essential functions of the job
Staffing Function Activities
!
the process of attracting a pool of qualifie
applicants that is representative of all groups in
the labour market.
! Î
the process of assessing who will be successful
on the job, an
the communication of information to assist job
can i ates in their ecision to accept an offer
Goals of the Training an
Development Function
! Activities in HRM concerne with assisting
employees to evelop up-to- ate skills, knowle ge,
an abilities
! x
an
help employees to
a apt
! Four phases of training an evelopment
Employee training
Employee evelopment
Organization evelopment
Career evelopment
Characteristics of an HR Specialist
!
management may be thought of as the process of
allocating an organizations inputs human an
economic resources) by O x
for the purpose of
pro ucing outputs goo s an services) so that
organisation objectives are accomplishe .
Cont
!
The operating functions of personnel management
are concerne with the activities specifically
ealing with O
Human Resource Policies:
are systems of co ifie
ecisions, establishe by an organization, to
support a ministrative personnel functions,
performance management, employee
relations an resource planning.
Purpose of Policies:
! The nature of the organisation.
! rhat they shoul expect from the organisation.
! rhat the organisation expects of them.
! How policies an proce ures work in the
organisation.
! rhat is acceptable an unacceptable behaviour.
! The consequences of unacceptable behaviour.
Formulating Policies:
-
!
!
! Past practice in the organisation.
! Prevailing practice in the rival/competing oganisations.
! Attitu es an philosophies of foun ers of the organisation
an also its irectors an top management.
! Attitu es an philosophy of mi le an lower management.
! Knowle ge an experience gaine from han ling countless
personnel problems on a ay-to- ay basis.
Personnel Policies
! Policy of hiring people with ue respect to factors
like reservation, gen er, marital status, etc.
! Policy on terms an con itions of employment 3
compensation policy an metho s, hours of
work, overtime, promotion, transfer, etc.
! Policy regar ing housing, transport an other
allowances.
! Policies regar ing training an evelopment.
Î !
Linking Organizational Strategy
to Human Resource Planning
! Pre icting the Future manpower Supply
A unit͛s supply of human resources comes from:
! new hires
! contingent workers
! transfers-in
! in ivi uals returning from leaves
Pre icting these can range from simple to
complex.
Linking Organizational Strategy
to Human Resource Planning
Job Analysis
! $ !
! 3 job analyst watches
employees irectly or reviews film of workers on
the job.
#!!
! 3 a team of job
incumbents is selecte an extensively
interviewe .
·
! 3 a number of job
incumbents are interviewe simultaneously.
Job Analysis
! $ !
Î
!
! 3 workers
complete a specifically esigne questionnaire.
-
! 3 uses supervisors
with an extensive knowle ge of the job.
! 3 job incumbents recor their aily
activities.
! The best results are usually achieve with
some combination of metho s.
Job Analysis
! %
Specify relative value of each job in the
organization.
The
! ]
of promoting from within inclu e
morale buil ing
encouragement of ambitious employees
availability of information on existing employee
performance
cost-savings
internal can i ates͛ knowle ge of the organization
Recruiting Sources
The
!
inclu e:
possible inferiority of internal can i ates
infighting an morale problems
Recruiting Sources
%
&
!
! Current employees can be aske to recommen recruits.
! ]
inclu e:
the employee͛s motivation to make a goo
recommen ation
the availability of accurate job information for the recruit
Employee referrals ten to be more acceptable applicants,
to be more likely to accept an offer an to have a higher
survival rate.
Recruiting Sources
%
&
!
!
inclu e:
the possibility of frien ship being
confuse with job performance
Recruiting Sources
%'
! ]
ÿ Must eci e type an
location of a , epen ing on job; eci e
whether to focus on job
) or on
applicant
).
! Two factors influence the response rate:
i entification of the organization
labor market con itions
Recruiting Sources
%'
! i
O
focus
on helping unemploye in ivi uals with
lower skill levels to fin jobs.
O
provi e
more comprehensive services an are
perceive to offer positions an
applicants of a higher caliber.
Recruiting Sources
%'
! Î
May provi e entry-level or experience
workers through their placement
services.
May also help companies establish
cooperative e ucation assignments an
internships.
Recruiting Sources
! -
Temporary employees help organizations meet short-term
fluctuations in HRM nee s.
Ol er workers can also provi e high quality temporary
help.
! i
Traine workers are employe by a leasing company, which
provi es them to employers when nee e for a flat fee.
Typically remain with an organization for longer perio s of
time.
Selection
Î
Internal Environmental Factors
Influencing Selection
#Î
Involves screening of inquiries an
screening interviews.
Job escription information is
share along with a salary range.
The Selection Process
% #
Interviews involve a face-to-face meeting with the
can i ate to probe areas not a resse by the
application form or tests
! Two strategies for effective use of interviews:
1. Structuring the interview to be reliable an vali
. Training managers on best interview techniques
The Selection Process
- #
! Unstructure interview
! Structure interview
! Behavioral Interviews
Can i ates are observe not only for what they
say, but how they behave.
Role playing is often use .
! Stress Interviews.
The Selection Process
RJP͛s present unfavorable as well as favorable
information about the job to applicants.
% -
! Mechanism that attempts to measure certain
characteristics of in ivi uals, e.g.,
aptitu es
intelligence
personality
! Shoul be
before being use to make
hiring ecisions
The Selection Process
% -
! Estimates say 60% of all organizations use some
type of employment tests.
O
requires the
applicant to engage in specific job behaviors
necessary for oing the job successfully.
r
Job analysis is use to evelop a
miniature replica of the job on which an applicant
emonstrates his/her skills.
The Selection Process
% -
! ]
A series of tests an
exercises, inclu ing in ivi ual an group
simulation tests, is use to assess
managerial potential or other complex
sets of skills.
-
Selection practices
must be a apte to cultures an regulations
of host country.
The Selection Process
6)
!#
:
! Verify information from the application form
! Typical information verifie inclu es:
former employers
! previous job performance
e ucation
legal status to work
cre it references
criminal recor s
The Selection Process
6)
!#
! Do not always provi e an organization with
meaningful information about applicants
! Î *
A process of a aptation to a new work
role.
A justments must be ma e whenever
in ivi uals change jobs
The most profoun a justment occurs
when an in ivi ual first enters an
organization.
The socialization Process
: In ivi uals have a apte
to the organization, feel accepte an know what
is expecte of them.
New-Employee Orientation
O
+
!
: HRM instructs
new employees when an where to
report; provi es information about
benefits choices.
! O
: HRM offers its
assistance for future employee nee s
career gui ance, training, etc.).