HRM Reviewer PDF

HRM REVIEWER COMPENSATION AND BENEFITS HUMAN RESOURCE MANAGEMENT - area of wages and salaries administration where HUMAN...

HRM REVIEWER COMPENSATION AND BENEFITS HUMAN RESOURCE MANAGEMENT - area of wages and salaries administration where HUMAN wages and compensations are fixed scientifically - Most important asset EMPLOYEE ASSISTANCE - Refers to people - employee is unique in character, personality, HUMAN RESOURCES expectation and temperament - Energies, skills, knowledge and physical strength UNION-LABOR RELATIONS of people at work - Healthy Industrial and Labor relations are very RESOURCE important for enhancing peace and productivity - Supply of something in an organization MANAGEMENT PERSONNEL RESEARCH AND INFORMATION SYSTEM - Managing - Knowledge on behavioral science and industrial - Administration of an organization psychology throws better insight into the HUMAN RESOURCE MANAGEMENT workers expectations, aspirations and behavior - Management of people in organizations - Art of procuring, developing and maintaining OBJECTIVES OF HRM competent workforce HUMAN CAPITAL GOAL OF HRM - assisting the organization in obtaining the right - Concerned with the people dimension number and types of employees to fulfill its EFFECTIVE strategic and operational goals - Able to achieve their organization goals SOCIETAL OBJECTIVES EFFICIENT - seek to ensure that the organization becomes - Expanding the least number of resources socially responsible to the needs and challenges ECONOMICAL of the society while minimizing the negative - work with little waste or at saving impact of such demands upon the organization ORGANIZATIONAL OBJECTIVES CORE OF HRM - recognizes the role of HRM in bringing about HRM INVOLVES THE APPLICATION OF MANAGEMENT organizational effectiveness FUNCTIONS AND PRINCIPLES FUNCTIONAL OBJECTIVES - The functions and principles are applied to - maintain the department’s contribution at a level acquiring, developing, maintaining and providing appropriate to the organization’s needs remuneration to employees in organization. PERSONNEL OBJECTIVES DECISION RELATING TO EMPLOYEES MUST BE - s to assist employees in achieving their personal INTEGRATED goals, at least as far as these goals enhance the - Decisions on different aspects of employees individual’s contribution to the organization must be consistent with other human resource (HR) decisions. FUNCTIONS OF HRM DECISIONS MADE INFLUENCE THE EFFECTIVENESS OF STRATEGIC HR MANAGEMENT AN ORGANIZATION - As a part of maintaining organizational - Effectiveness of an organization will result in competitiveness, strategic planning for HR betterment of services to customers in the form effectiveness can be increased using HR metrics of high-quality products supplied at reasonable and HR technology costs. EQUAL EMPLOYMENT OPPORTUNITY HRM FUNCTIONS ARE NOT CONFINED TO BUSINESS - Compliance with equal employment opportunity ESTABLISHMENTS ONLY (EEO) laws and regulations affects all other HR - but applicable to nonbusiness organizations such activities as education, health care, recreation and like. STAFFING - aim of staffing is to provide a sufficient supply of SCOPE OF HRM qualified individuals HUMAN RESOURCE PLANNING TALENT MANAGEMENT AND DEVELOPMENT - ensure that the organization has the right types - Beginning with the orientation of new of persons at the right time at the right place employees, talent management and DESIGN OF ORGANIZATION AND JOB development includes different types of training - task of laying down organization structure, TOTAL REWARDS authority, relationship and responsibilities - Compensation in the form of pay, incentives and SELECTION AND STAFFING benefits are the rewards given to the employees - process of recruitment and selection of staff for performing organizational work TRAINING AND DEVELOPMENT RISK MANAGEMENT AND WORKER PROTECTION - involves an organized attempt to find out training - HRM addresses various workplace risks to ensure needs of the individuals to meet the knowledge protection of workers by meeting legal and skill requirements and being more responsive to ORGANIZATIONAL DEVELOPMENT concerns for workplace health and safety along - important aspect whereby “Synergetic effect” is with disaster and recovery planning generated in an organization  FUTURE PERSONNEL NEEDS EMPLOYEE AND LABOR RELATIONS - it helps to determine the future personnel needs - relationship between managers and their of the organization. If an organization is facing employees must be handled legally and the problem of either surplus or deficiency in effectively staff strength, then it is the result of the absence of effecting HR planning HUMAN RESOURCE PLANNING SUCCESSION PLANNING HUMAN RESOURCE PLANNING - prepares people for future challenges. The stars - play significant role in overall strategic are picked up, trained, assessed and assisted development continuously so that when the time comes such - 1st part of HR Strategy trained employees can quickly take the - Important in wide variety of industries and firms responsibilities and position of their boss or HR STRATEGY seniors as and when situation arrives - serve the interest of the organization 7 STEPS TO HUMAN RESOURCE PLANNING WHY IS IT IMPORTANT TO PLAN HR ANALYZE ORGANIZATIONAL OBJECTIVES TECHNOLOGICAL CHANGE - HRM should works hand in hand with other top - changes in production technologies, marketing managers so there is a clear understanding of methods and management techniques have ultimate goals, and then they focus on the been extensive and rapid human capital needed to meet them DEMOGRAPHIC CHANGE INVENTORY CURRENT HUMAN RESOURCES - changing profile of the work force in terms of - HRM analyzes the number of people currently age, sex, literacy, technical inputs and social employed, along with their skills, performance, background has implications for HRP and potential SKILL SHORTAGE FORECAST DEMAND - Organizations generally become more complex - involves estimating the number of future and require a wide range of specialist skills that employees of the right quality and quantity, with are rare and scare. A problem arises in an a view to the company's strategic plan over a organization when employees with such given period specialized skills leave. - most crucial part of human resource. It's GOVERNMENTAL INFLUENCES challenging for many reasons, and even more so - Government control and changes in legislation because there are no absolute answers on how regarding affirmative action for disadvantages to accomplish it groups, working conditions and hours of work, - QUALITATIVE REPORTS contain subjective restrictions on women and child employment, observations, while QUANTITATIVE DATA is causal and contract labor, etc. have stimulated statistical or more data-driven the organizations to be become involved in ESTIMATE GAPS systematic HRP - with your forecast completed, you'll understand LEGISLATIVE CONTROL future needs and if you will need to fill them with - makes it difficult to retain the numbers of external workers hired full-time, part-time, or as employed because of the recent labor law contractors relating to employment FORMULATE THE HUMAN RESOURCE ACTION PLAN IMPACT OF THE PRESSURE GROUP - The human resource plan relies on identifying - Pressure groups such as unions, politicians and deficits or surplus in the company persons displaced from land by location of giant INTEGRATING/IMPLEMENTING THE PLAN enterprises have been raising contradictory - most challenging aspect of any human resources pressure on enterprise management such as plan internal recruitment and promotion, preference - The organization often invests time and money to employees' children, displace person, etc. on plans that are shelved and not utilized. SYSTEMS APPROACH MONITORING, CONTROL, AND FEEDBACK - The spread of system thinking (refers to a - Strictly monitoring progress helps identify management and operations approach where sticking points in your plan and helps you avoid single business decisions are analyzed based on making changes too quickly the systematic consequences they have) and advent of the macro computer as the part of the JOB ANALYSIS AND JOB DESIGN on-going revolution in information technology MANPOWER PLANNING which emphasis planning and newer ways of - concerned with determination of quantitative handling huge personnel records and qualitative requirements of manpower for LEAD TIME the organization - log lead time (the time between the initiation DETERMINATION OF MANPOWER REQUIREMENTS and completion of a production process) is - most important problems in manpower planning necessary in the selection process and training JOB and deployment of the employee to handle new - collection of tasks, duties and responsibilities knowledge and skills successfully POSITION - equivalent to job title JOB ANALYSIS - Workers keep a chronological diary/log of what - procedure through which you determine the they do and the time spent on each activity duties and nature of the jobs and the kinds of people who should be hired for them Advantages - analysis of getting detailed information about - Produces a more complete picture of the job - jobs Employee participation JOB DESCRIPTION Disadvantages - process of identifying the nature of a job - Distortion of information - written statement of what the job holder does, - Depends upon employees to accurately recall how it is done, under what conditions it is done, their activities and why it is done JOB SPECIFICATION SECTIONS OF A TYPICAL JOB DESCRIPTION - the qualities of the job holder JOB IDENTIFICATION PURPOSE OF JOB ANALYSIS - It includes the job title, code number of the job, - process generates three oucomes: department, division, and plant 1. Job Descriptions JOB SUMMARY 2. Job Specializations - describes the contents of the jobs in terms of 3. Job Evaluation activities or tasks performed OBSERVATION - should clear the nature of the job Information Source DUTIES AND RESPONSIBILITIES - Observing and noting the physical activities of - most important phase of job description employees as they go about their jobs - It describes the duties to be performed along Advantages with frequency of each major duty - Provides first-hand information SUPERVISION (AUTHORITY OF THE EMPLOYEE) - Reduces distortion of information - Under it is given number of persons to be Disadvantages supervised along with their job titles, and the - Time consuming extent of supervision involved –general, - Difficulty in capturing entire job cycle intermediate or close supervision - Of little use if job involves a high level of mental PERFORMANCE STANDARDS activity - provide the employee with specific performance INTERVIEW expectations for each major duty Information Source - They are the observable behaviors and actions - Individual employees which explain how the job is to be done, plus the - Groups of employees results that are expected for satisfactory job - Supervisors with knowledge of the job performance Advantages WORKING CONDITIONS - Quick, direct way to find overlooked information - The working environment in terms of heat, light, Disadvantages noise, dust and fumes etc, the job hazards and - Biased information possibility of their occurrence and working Interview Formats conditions should also be described. It will be - Structured (Checklist) helpful in job evaluation - Unstruckmed MACHINE QUESTIONNAIRES - tools and equipment define each major type or Information Source trade name of the machines and tools and the - Have employees fill out questionnaires to raw materials used describe their job-related duties and responsibilities JOB SPECIFICATION Questionnaire Formats - states the minimum acceptable qualifications - Structured checklists that the employee must possess to perform the - Open-ended questions job successfully Advantages - A statement of human qualifications necessary - Quick and efficient way to gather information to do the job from large numbers of employees - Usually contains such items as: Education, Disadvantages Experience, Training, Skills (e.g. communication), - Expense and time consumed in preparing and Responsibilities testing the questionnaire PHYSICAL CHARACTERISTICS TECHNICAL CONFERENCE METHOD - which include health, strength, endurance, age, - uses supervisors with extensive knowledge of height, weight, vision, voice, eye, hand and the job. Here, specific job characteristics are sensory demands obtained from the "experts." Although a good PSYCHOLOGICAL AND SOCIAL CHARACTERISTICS data-gathering method, it often overlooks the - such as emotional stability, flexibility, decision workers' perceptions about what they do on making ability, analytical view, mental ability, their job. pleasing manners, initiative, conversational Participant Diary/Logs Information Source ability etc.  MENTAL CHARACTERISTICS BIG 5 PERSONALITY TRAITS - such as general intelligence, memory, judgment, These tend to be more behavioral than cognitive or ability to concentrate, foresight etc. emotional and are likely to be more important for job PERSONAL CHARACTERISTICS performance than more traditional personality traits: - such as sex, education, family background, 1. Neuroticism hobbies, extracurricular activities etc. 2. Extraversion JOB EVALUATION 3. Openness to experience - outcome of Job Analysis 4. Agreeableness - It is a systematic, formal process that allows 5. Conscientiousness organizations to compare jobs to others across - Many contemporary personality psychologists the company and the industry believe that there are five basic dimensions of - often seen as the foundation for a fair and personality, often referred to as the "Big 5" efficient pay framework personality traits - carried out in order to help businesses Produce a fair pay framework NEUROTICISM Reduce inefficiencies in remuneration e.g. - is a personality trait characterized by two people on the same ‘level’ with different sadness, moodiness, and emotional salaries instability Compare remuneration with other EXTRAVERSION companies - includes traits such as talkative, energetic, Design new jobs, departments and functions assertive, and outgoing. Social interaction is Rework their pay framework after a company the key here. Extraverts often take on reorganization positions of leadership; first to offer their opinion and suggestions. They are often RECRUITMENT AND SELECTION quick to approach others, especially on the RECRUITING dating scene. - is the process of developing a pool of qualified OPENNESS TO EXPERIENCE applicants who are interested in working for the - refers to a sense of curiosity, open- organization and from which the organization mindedness, and acceptance of novel might reasonably select the best individual or experiences. Being intellectually curious and individuals to hire for employment. thirsty for knowledge is an example of openness to experience. Open-minded METHODS FOR EXTERNAL RECRUITING individuals enjoy learning and use their Techniques for Recruiting: acquired knowledge to navigate the many ADVERTISEMENT challenges of life. - is an informative text that describes job AGREEABLENESS vacancies and details for potential applicants. - is a personality trait manifesting itself in They attract people by describing the benefits of individual behavioral characteristics that are the job, as well as what they're looking for in perceived as kind, sympathetic, cooperative, their candidates warm, and considerate. Agreeableness is the EMPLOYMENT AGENCIES quality of being mindful of others' needs and - Private prioritizing them above one's own - Public CONSCIENTIOUSNESS - Executive search firms/headhunters - is a trait that is commonly associated with - is a company contracted to hire and staff awareness. Typically, conscientious people employees for other companies. An agency are well organized, demonstrate self-control, may be public, operating on a federal, state and can plan their time very well. They are or local level, or it may be a privately owned known as great team players and diligent organization workers ELECTRONIC RECRUITMENT - also known as online recruitment, refers to EMPLOYMENT APPLICATIONS the use of web-based technology for the - An employment application asks individuals various processes of attracting, assessing, for various bits of information pertaining to selecting, recruiting, and on boarding job their personal background candidates. Through e-recruitment employers reach larger number of potential EMPLOYMENT APPLICATIONS (CON’T) employees WEIGHTED APPLICATION BLANKS COLLEGE PLACEMENT OFFICES - rely on the determination of numerical - is an office in a university that offers students indices to indicate the relative importance of careers advice and help to find employment various personal factors for predicting a WORD-OF-MOUTH person’s ability to perform a job - is a type of recruitment that is the most BIODATA APPLICATION BLANKS common way to fill jobs - focus on the same type of information that is found in a regular application but go into  more complex detailed background INTERVIEW ERRORS assessment FIRST IMPRESSION ERROR EMPLOYMENT TESTS - occurs when an interviewer decides too - Employment tests are a device for measuring early in the interview process the characteristics of an individual, such as CONTRAST ERROR personality, intelligence, or aptitude - is when the interviewer is influenced by COGNITIVE ABILITY TESTS other interviewees - measure mental skills whereby the applicant SIMILARITY ERROR is not required to do anything physical, only - occurs when the interviewer is influenced to demonstrate some type of knowledge because the interviewee is like to the PSYCHOMOTOR ABILITY TESTS interviewer - measure physical abilities such as: NON-RELEVANCY Strength - is when the interviewer does not know Eye-hand coordination enough about the job Mental dexterity - is about being flexible in your thinking and actions, and about RELIABILITY AND VALIDITY understanding the control and influence you RELIABILITY have on your thoughts and reactions - the consistency of a particular selection device; not the same as accuracy EMPLOYMENT TESTS (CON’T) VALIDITY PERSONALITY TESTS - refers to whether an assessment tool - measure traits, or tendencies to act, that are measures what it is supposed to; this must relatively unchanging in a person be determined empirically, and it is critical to SELF-REPORT INVENTORY defending against charges of discrimination - is a paper-and-pencil measure where an in hiring applicant responds to a series of statements that might or might not apply to the LEGAL AND EFFECTIVENESS ISSUES IN RECRUITING AND applicant SELECTION PROJECTIVE TECHNIQUE - Helping the organization defend itself in - involves showing an individual an ambiguous discrimination cases is one of the most stimulus, such as an ink blot or a fuzzy important areas in which the human picture, and then asking what he or she resource manager can contribute to the firm. “sees. PERSONAL INTERVIEWS - One of the most widely used selection techniques which are face-to-face conversations between prospective job applicants and representative of the organization TYPES OF INTERVIEWS STRUCTURED EMPLOYMENT INTERVIEW - the interviewer either prepares or is given by others a list of standard questions to be asked during the interview. All interviewers ask the same questions of each candidate to achieve consistency across interviews SEMI-STRUCTURED EMPLOYMENT INTERVIEW - the interviewer may have a general idea about the job applicant but has a few or no advance questions that are formally constructed and ready to be asked TYPES OF INTERVIEWS (CON’T) UNSTRUCTURED EMPLOYMENT INTERVIEW - the interviewer may have a general idea about what s/he wants to learn about the applicant but has few or no advance questions prepared SITUATIONAL INTERVIEW - the interviewer asks the applicant questions about a specific situation to see how the s/he will react