Human Resource Management PDF

HUMAN RESOURCE MANAGEMENT OVERVIEW OF ORGANIZATION & MANAGEMENT MANAGEMENT Communicating -transferring information from one communicator to another. is the process of working to achieve...

HUMAN RESOURCE MANAGEMENT OVERVIEW OF ORGANIZATION & MANAGEMENT MANAGEMENT Communicating -transferring information from one communicator to another. is the process of working to achieve the goals Motivating - act of giving employees reasons or and objectives of the organization through incentives to work in organization members. planning, organizing, staffing, directing, and Leading - directing and influencing task-related controlling of resources - human, financial, activities of organization members. technological, informational, and physical with Controlling - monitoring actual organizational efficiency and effectiveness. activities to see that they conform to planed activities and correcting deviations or flaws. EFFECTIVENESS VS EFFICIENCY IS MANAGEMENT REFERS TO BUSINESS MANAGEMENT ONLY? According to Peter F. Drucker, guru of management gurus in his latest book, WHAT IS A MANAGER? Management Challenges for 21st Century, One who plans, organizes, leads, and controls corrects the wrong assumption that other individuals in the process of pursuing "Management is Business Management." organizational goals. Wherein, "Management refers not only to *Managers are vested titles like President, Business Management but to all organizations, Department Head, Dean, Administrator, including the government." And the "Principles Supervisor, Team Leader, and the like. of management apply to any and all organizations; the differences are mainly in LEVEL OF MANAGER application rather than principles." FUNCTION OF MANAGERS Decision Making - the decision maker determines the available alternatives and chooses the best solution that suits a given problem. Planning - establishing objectives and suitable courses of action before taking action. Organizing - arranging an organization`s structure and coordinating its managerial practices and use of resources to achieve its goals. Staffing – recruiting, placing, training, and developing personnel.  Management is a science because it is a systematic body of knowledge. It gathers and analyzes facts and formulates laws and principles. Therefore, it seeks to integrate into a unified, coordinated whole the essential factors that make up an organization. Management is a broad field of knowledge with its own areas of specialization – personnel, finance, production, sales, purchasing and procurement, administration, and advertising. MANAGEMENT SKILLS NEEDED AT DIFFERENT LEVELS OF MANAGEMENT TYPES OF MANAGERS MANAGEMENT SKILLS MANAGEMENT ROLES 1. Formal Authorities and Status 2. Interpersonal Roles: (1)Figurehead, (2)Leader, (3)Liaison 3. Informational Roles: (1)Monitor, (2)Disseminator, (3) Spokesperson 4. Decisional Roles: (1)Entrepreneur, (2)Disturbance Handler, (3)Negotiator INTERPERSONAL ROLES Figurehead – Represents the organization unit in all matter of formality. Leader – Provides guidance and motivation to IS MANAGEMENT A SCIENCE OR/AND ART? the work group and also defines the atmosphere in which the work group will work According to Dr. Inigo, the author of Liaison – Interacts with peers and other people Management for Filipinos explains that outside the organizational unit to gain Management is both art and science. information and favors. Management is an art because it results in the accomplishment of objectives through the use of human efforts, that requires skills and careful study in management of any endeavor.  1. Division of Labor - This means breaking a job into specialized tasks to increase productivity INFORMATIONAL ROLES eg. The total job of financing appliance sales may be divided into tasks such as credit investigation, Monitor – Serves as a receiver and collector of collection, sales, and accounting information 2. Authority - This is the right of the person in position Disseminator – Transmits special information to give orders and the power to exact within the organizational unit obedience Spokesperson – Distributes the organization’s eg. A sales manager has the right to expect from the sales supervisors the required volume of sales for a information into its environment given period DECISIONAL ROLES 3. Discipline - This provides uniform application of Entrepreneur – Refers to search opportunities behavior to certain activities; the outcome of and imitate changes which is readily predicted Disturbance Handler – Respond to such * If discipline are not practiced, objectives will be very hard unwelcome pressures by formulating strategies 4. Unity of Command - This means that each and reviewing such disturbances employee must have only one supervisor. Resource Allocator – Actively decides where * Reporting directly to more than one superior the organization will allocate its resources creates problems and reduces productivity Negotiator – Act as a representative that looks 5. Unity of Direction - This means that the efforts of out for the best interests of the party with whom everyone in the organization must be he represents coordinated and focused in the same direction ORGANIZATION eg. It will be hard to must be hard to achieve an organizational objective if some components of the It is a social entity that is goal directed and organization are not moving toward the identified deliberately structured. objective CHARACTERISTIC OF ORGANIZATION 6. Subordination of the Individual Interest to the General Interest - This means the goals of the Coordination of Effort – When properly directed, organization should take precedence over persons working in coordination with others will individual goals produce better outputs than when they work eg. 25% ROI for the current year against the 10% independently. increase in the salaries of certain employees Common Goals or Purpose – In order to make 7. Remuneration - Employees should be paid fairly employees work with proper direction, they in accordance with their contribution to the must be provided with a common goal or organizational effort purpose. * This must be applied to salaries, bonuses, and benefits Division of Labor – When the total of job is 8. Centralization - Power and authority must be divided into manageable parts, workers will be centralized as much as practicable more familiar with their assignments, making * Decentralization must be institutionalized by their them more proficient. respective superiors to communicate with each Hierarchy of Authority – In controlling the other. behavior of employees, positions are 9. Order - This means that human and non-human established and linked by a chain of command resources must be in their proper places in a continuous branching out so that multiple eg. The production manager, for example must, hold layers exist in the hierarchy. office at the production site 10. Equity - This is the result of kindness and justice and its principle to guide the management and employee relations PRINCIPLE OF MANAGEMENT AND 11. Stability of Tenure - To motivate employees to ORGANIZATION stay with the company, effective manpower HENRY MINTZBERG’S MANAGERIAL ROLES planning and implementation are necessary 14 MANAGEMENT PRINCIPLES * High employee turnover is counterproductive 12. Initiative - Management should encourage Decision Analysis (Demand-Supply Analysis) how employees to act on their own volition when to identify the gap analysis confronted with an opportunity to solve a Action Plan Implementation - eg. problem Surplus/shortage/ Labor equilibrium 13. Esprit de Corps - This means that managers 2. Consideration – should emphasize teamwork by building I. The Human Resource Planning Team harmony and a sense of unity among employees a. Top Management – Go signal, eg. Harmony breeds high morale and is more decision maker, last say productive b. Department or Line Manager – assist 14. Scalar Chain - This means that subordinates or analyze requirement of the HR to should observe official chain of command unless align in the org goal authorized by their respective superiors to c. HR Support Professional – support to communicate with each other. ensure the department man to help 4 PRINCIPLES OF ORGANIZATION implement the process d. IT Prof – Automation 1. Principle of Objective - The objective of the e. Financial/Budget Analysis – resource organization must first be determined and laid out clearly before any activity is undertaken requirement/corresponding eg. If the activity is to sell financing services, then the entire monetary limitation organization must be built around that objective, and II. Current and Long-Term Worforce every employee of the company must think and act in Requirements – certain changes current terms of selling work force/decision or requirement of 2. Principle of Analysis - Managers in organization must company be able to break a problem down into its components, eg. HR Dept need to replace and then came up with a feasible solution retirement/for mentoring/ who will * In the attempt to achieve objectives, the analytical assume manager in the future ability of managers and employees will be crucial 3. Principle of Simplicity - The organization should be built III. Evaluation of the Company’s Current in the simplest manner that could make the Roster of Personnel – need to assess what achievement of objective possible is needed eg. A business engaged in manufacturing men and eg. Employee women`s clothing should not include choir singing in its IV. Assessment of External Labor activities Environment Which Affects the Future 4. Principles of Functionalization - Business firms are not Supply of Employees – supposed to be organized to accommodate a. Forecasting External Supply – it is individuals, rather it should be built around the main functions of the business necessary to determine potential eg. If the company`s objective is to sell financing services, emplyees from information available the functions should be related to such objectives like in gov. such as DLE and NSO credit department, collection department, financial Eg. Potential employee/ evaluated department, sales and so forth average of graduate to see if there are shortage/supply HUMAN RESORCE PLANNING b. Forecasting Internal Supply - actual loses, turnover, voluntary, involuntary HUMAN RESOURCE PLANNING Means devising plans, strategies and tools to provide the right number of people with right skills and qualifications at the right time. COMPONENTS OF HR PLANNING 1. Coordination Environmental Scanning – How to responds (SWOT Analysis) SW – Internal OT – External Forecasting HR Requirements – the decision maker perception on the certain behavior affecting perceive behavior Methods of ILS STAFFING TABLES – GRAPHICAL REPEPRESENT OF ALL T3. Concentration a. Forecasting HR Demand Trend Analysis – how many needed people Ratio Analysis – where you predict against the ratio Regression Analysis – statistical Delphi Method – used the panel of expert Nominal Group Technique – used the panel of manager/dean Scenario Analysis – multiple scenarios eg. number of assumption Decision Analysis – conduct to know the gap analysis Action Plan/Implementation Plan Labor Equilibrium Labor Supplies Attrition Early Retirement Hiring Freeze Layoff Labor Shortage – eg. overtime, higher demand lower supply RECRUITMENT, SELECTION, AND PLACEMENT JOB ANALYSIS Is the process of gathering all the needed information which is important in a particular job. JOB DESCRIPTION Are written summaries of various job consisting of duties, responsibilities and qualification. These two functions pave the way for recruitment, selection and placement. Recruitment is process of allocating qualified applicant who apply for various position in a particular organization. The process of selection and placement is rather tedious. Adjustment – refers to the way by which the org together the new employees adapt the environment. Acquisitions The acquisitions of information related to the jobs in the org is done in Job Analysis. This is executed in the org that have existed. Job Analysis is the procedure of determining and the duties and skills requirement for a job 1. Specific task and activities – different task requirement by a job such as painting 2. Required behavior on the job – info about the Job specification – part of description, found in behavior required in the performance of lower part of job description and contains the various job such as communicating educ qualification, skills. 3. Required job standards – performance level or standards required by the job. JOB DESCRIPTION HAS THE FF PARTS 4. Knowledge tools and equipment to used – tools and equipment used by employees. a. Job title or position – exact job title 5. Work conditions – physical aspects of the job b. Reporting relationships – job title for the such as work sched, physical environment. position’s immediate supervisor 6. Personal characteristic and requirements – c. Job classification – provides the rank or educ bg, training or experience as well as position of the job type of personality, attitudes, values. d. General description of the job – provides summary of the job and overview 5 JOB ANALYSIS e. Specific duties and responsibilities – clarify 1. Formulation of Objective – identifies and the function of the job formulates the goal of the job analysis, f. Job specification – minimum requirements of determine how the job analysis will be used. the job 2. Selection of Job – Large org usually have JOB DESIGN many job, job to analyzed are carefully Usually formulated after of job analysis, make selected. some modification on certain duties, process of 3. Application of Job Analysis Technique – work arrangement aimed at reducing or proper selection of appropriate technique overcoming job dissatisfactions. 4. Actual Conduct of Job Analysis – need considerable time and effort 2 BASIC CATEGORIES OF JOB DESIGN 5. Preparation of Job Description and Job 1. Job Enlargement – Horizontal approach to Specification – write the job description job design, more task to do, different duties Job description – list the duties to perform, has no authority in decision Job specification – minimum qualification making. 5 PREPARATION OF JOB DESCRIPTION 2. Job Enrichment – Vertical approach, satisfies the need for growth, empowered and has a. HR Planning – HR audit some authority over certain tasks. b. Recruitment and selection – job specification These are the following job design principles is needed by the HR dept to update the based on the job characteristic model by educ bg of each employee 5 HACKMAN and OLDHAM c. Compensation – how much money an employee is paid for doing certain job (PARKER AND HALL, 1998): d. Performance Appraisal – standard are set a. Task variety – variety of tasks, too much during job analysis, this assessment can help variety can result to inefficiency supervisor set up better performance b. Skills variety – number of their skills makes measures. employees happy. e. Safety and health – evaluation of working c. Feedback – informed if they have already condition reached their required target, employee f. Labor relations – determining certain aspect should learn to set standards of job can be covered by union agreement d. Task identity – each group of task should be VARIOUS JOB ANALYSIS TECHNIQUE clearly defined, visible, meaningful, and separated from one another. 1. Observation – job can be observed e. Task autonomy – employees should have 2. Interview – face to face interactions/more some form of control over their work, clarity empowered to decide some aspects of job. 3. Questionnaire – least expensive/confusing 4. Logbook – good source of data gathering ALLOCATION employees duties how frequently they have to be done and when sched to be finished. Used in requirement, selection and placement, Job description – written summary, clear allocation signifies the meaningful hiring. overview of the job  2 TYPES OF PLANNING RECRUITMENT 1. Utilize strategic thinking about future Process of attracting applicants. needs Main steps in Recruitment 2. Operation of strategic plans when 1. Planning and approval based on HR position become available planning – recruitment function starts with the management 2. Position announcement/job posting – job vacancies, choose between external/internal recruitment 3. Recruitment strategies – various technique on how to recruit applicant Walk in – hop from one company to another Referral – referred by people Job fairs – flock to job fairs in venues Campus Recruitment – college fairs Project Basis – highly technical, contract ADJUSTMENT Involves the selection and placement of qualified candidates. SELECTION After screening and sorting out the resumes of the applicant, applicant who qualify for prelim and sorting are called then interview and psychological testing. PLACEMENT Putting the candidates to position 1. Post-selection considerations – the HR dep prepares pre-employment requirements 2. Hiring – the candidate is now hired & given a date to report for week. 3. Signing of employment contract – employment contract contains the position, date employed, conditions of employment, salary and summary of responsibilities Psychological contract – non written utterance of expectations of newly hired employee