Human Resource Management PDF

**HUMAN RESOURCE MANAGEMENT** - It is defined as the strategic approach to managing employment relations which emphasizes that leveraging people's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated emplo...

**HUMAN RESOURCE MANAGEMENT** - It is defined as the strategic approach to managing employment relations which emphasizes that leveraging people's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programs, and practices. - It is associated with personnel management (strategic planning and cultural change) and employment relationship (people centered values; trust, commitment, involvement and collaboration) a. Strategic Integration b. High Commitment: Flexibility c. High Quality - **Characteristics of HRM** 1. To achieve strategic fit or integration between HR and business planning; the HR policy should be formulated at the strategic level 2. The development of mutual supporting HR policies and practices; horizontal integration 3. Orientation towards commitment 4. The treatment of people as assets rather than costs 5. Unitarist approach to employee relations **OPERATIONAL TASKS AND ACTIVITIES** - **Organization** 1. **Organizational Design:** structuring by grouping activities, assigning accountabilities, and establishing communication and authority relationships 2. **Organizational Development:** planning and implementing interventions 3. **Job/role design and definition:** structuring the content and size of jobs and defining their component tasks 4. **Flexible working**: planning and implementing flexible structures and procedures - **People resourcing** 1. **Human resource planning**: forecasting the organization's future resource requirements for labor 2. **Recruitment**: attracting employment applicants from the number, type, and caliber 3. **Selection**: Assessing and selecting suitable employees 4. **Retention**: planning rewards and incentives to control labor turnover 5. **Exit Management:** managing the termination, retirements, resignation, dismissals and redundancies - **Performance Management** 1. **Objective and competence requirement setting**: developing and agreeing frameworks 2. **Performance monitoring and appraisal:** on-going monitoring and periodic assessment of performance within agreed requirements 3. **Discipline handling**: managing informal and formal process to confront employee behavior or performance 4. **Grievance handling**: managing informal and formal process to address individual employee complaints 5. **Identifying learning and development needs:** A continuous improvement of performance - **Reward Management** 1. **Pay systems**: developing and managing salary structures 2. **Performance pay systems**: developing and managing ways of relating pay progression or bonuses to results 3. **Benefit schemes:** developing and managing employee entitlements and fringe benefits 4. **Non-financial rewards:** building non-monetary rewards - **Learning and Development** 1. **Learning Organization:** creating a culture a system to support individual 2. **Education and training**: planning, implementing, evaluating to meet identified gaps in the skills required 3. **Personal Development:** facilitating individual learning plans and opportunities, beyond the immediate job 4. **Career management**: identifying potential and planning career development opportunities 5. **Managerial development:** providing education, training and opportunities to develop managerial competencies - **Health, safety and welfare** 1. **Occupational health and safety:** monitoring and managing work environments, practices and culture. Ensuring the protection from health hazards and accidents 2. **Welfare services:** providing services like catering or recreational facilities, counselling and support - **Employee relations** 1. **Industrial relations**: managing informal and formal relationships with employee representative 2. **Employee communications:** informing employees about matters relevant to their work 3. **Employee voice:** creating consultation opportunities for employees to contribute to decision-making - **HR Services** 1. **HR policies and procedures:** developing and administering guidelines and systems 2. **HR information systems:** developing and operating integrated systems for preparation of employee record-keeping 3. **Compliance**: ensuring that they are compliant with relevant law, regulation and codes of practice **ROLES OF HR MANAGEMENT** 1. **Guidance role:** offering specialist recommendations and policy frameworks to guide line management decisions 2. **Advisory role:** offering specialist information and perspectives to line managers on employment matters 3. **Service role**: providing services to range of internal customers 4. **Control/ auditing role:** analyzing personnel indices, monitoring performances 5. **Planning/organizing role**: forecasting and planning, developing flexible working methods **LABOR MARKET** - The sphere in which labor is bought and sold, and in which market concepts such as supply, demand and price operate with regard to human resources. **INTERNAL SOURCES OF LABOR** 1. Retaining skilled individuals 2. Transferring or deploying individuals with the relevant skills from their current job 3. Training and developing individuals in the required skills and abilities 4. Exploiting contacts with present employees, friends and family of employees who might be referred for vacancies **PROMOTION PROGRAM** 1. Establishing a relative significance of jobs 2. Establishing methods of assessing staff and their potential for fulfilling the requirements of more senior positions 3. Planning in advance for training to enhance potential and develop specific skills 4. Policy regards to internal promotion or external recruitment and training **PROMOTION POLICY** 1. All promotions are made within the firm 2. Merit and ability should be the principal basis of promotion, rather than seniority 3. Vacancies should be advertised and open to all employees 4. There should be full opportunities for all employees 5. Training should be offered to encourage and develop employees of ability and ambition in advance of promotion 6. Scales of pay, areas of responsibility, duties and privileges of each post should be clearly communicated "what they are being promoted to. **RECRUITMENT** - Concerned with finding the applicants; to attract applicants **THREE MAIN AREAS OF RECRUITMENT PROCESS** 1. The creation of a pool of suitable candidates 2. The management of the recruitment process itself 3. The basis of selection **JOB ANALYSIS** - The determination of the essential characteristics of a job - **Job specification** -- a detailed statement of the activities involved in the job **USES OF JOB ANALYSIS** 1. **Recruitment and Selection** -- for a detailed description of the job vacancy 2. **Appraisal** -- to assess how well an employee has fulfilled the requirements 3. **Training Programs** -- to assess the knowledge and skills necessary for the job 4. **Rates of pay** 5. **Eliminating risks --** identifying hazards 6. **Organizational structure** -- by reappraising the purpose and necessity of jobs **JOB DESCRIPTION** - A broad description of a job or position; the written statement of the job that includes the necessary duties, responsibilities, and their organizational and operational interrelationships. **JOB DESCRIPTION CONTENTS** 1. Job title 2. Job Summary 3. Job scope and content 4. Authority and responsibility 5. Relation of job 6. Conditions of employment 7. Opportunities 8. Expected results 9. Any qualifications required **JOB DESIGN** - Specifies the contents of jobs in order to satisfy work requirements **JOB ROTATION** - The movement of employees from one task to another **JOB ENLARGEMENT** - Combining previously fragmented tasks into one job, to increase the variety and meaning of repetitive work **JOB ENRICHMENT** - Aims to maximize the interest and challenge of work by providing the employee with a job that has these characteristics: a. Complete piece of work b. It affords the employee as much variety, decision-making responsibility and control c. It provides direct feedback through the work itself **ORGANIZATION DEVELOPMENT** - Systematic approach to improving organizational capability - A system wide process of data collection, diagnosis, action planning, intervention, and evaluation **MOTIVATION** - **Mental process:** setting in motion the required behaviors (also called Intrinsic Motivation) - **Intrinsic Motivation**: arises from factors and process within the individual - **Social process**: applies to the attempts of organizations to maintain or increase workers' effort and commitment by using rewards and punishments (also called extrinsic motivation) - **Extrinsic motivation:** arises from actions done to or for the individuals by others - **Content Theories:** human beings have an innate package of motives which they take action to pursue (What motivates people?) - **Process theories**: explores the psychological process through which outcomes become desirable and are pursued by individuals. (How are people motivated?)