LIBS 890 Note PDF

DISTANCE LEARNING CENTRE AHMADU BELLO UNIVERSITY ZARIA, NIGERIA COURSE MATERIAL FOR COURSE CODE &TITLE: HUMAN RESOURCES MANAGEMENT PROGRAMME TITLE: MASTERS IN INFORMATION MANAGEMENT (MIM) 1...

DISTANCE LEARNING CENTRE AHMADU BELLO UNIVERSITY ZARIA, NIGERIA COURSE MATERIAL FOR COURSE CODE &TITLE: HUMAN RESOURCES MANAGEMENT PROGRAMME TITLE: MASTERS IN INFORMATION MANAGEMENT (MIM) 1  COPYRIGHT PAGE © 2018 Ahmadu Bello University (ABU) Zaria, Nigeria All rights reserved. No part of this publication may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the Ahmadu Bello University, Zaria, Nigeria. First published 2019 in Nigeria. ISBN: Ahmadu Bello University Press Ltd, Ahmadu Bello University Zaria, Nigeria. Tel: +234 E-mail: 2 COURSE WRITERS/DEVELOPMENT TEAM Editor Prof. M.I Sule Course Materials Development Overseer Dr. Usman Abubakar Zaria Subject Matter Expert Abdulkarim Aliyu Bube Subject Matter Reviewer Abdullahi Hussaini Language Reviewer Enegoloinu Adakole Instructional Designers/Graphics Ibrahim Otukoya, Abubakar Haruna Proposed Course Coordinator Abdullahi Hussaini ODL Expert Abdulkarim Aliyu Bube 3  CONTENTS Title Page…………………………………………………………….……? Copyright Page………………………………………………………..……? Course Writers/Development Team………………………………………? Table of Content………………………………..……………………………? COURSE STUDY GUIDE Preamble - - - - - - - - - - i. Course Information - - - - - - -8 ii. Course Introduction and Description - - - - -8 iii. Course Prerequisites - - - - - - -9 iv. Course Learning Resources - - - - - -10 v. Course Objectives and Outcomes - - - - -10 vi. Activities to Meet Course Objectives - - - - -10 vii. Time (To complete Syllabus/Course) - - - - -12 viii. Grading Criteria and Scale - - - - - -12 ix. OER Resources - - - - - - - -13 x. ABU DLC Academic Calendar - - - - - -16 xi. Course Structure and Outline - - - - - -17 xii. STUDY MODULES - - - - - - -24 Module 1: Fundamentals of Human Resources Management -24 Study Session 1: Origin of Human Resources Management - -24 Study Session 2: Principles of Human Resources Management -32 Study Session 3: Characteristics and Functions of Human Resources Management - - - - -47 Study Session 4: Components of Human Resources Management -55 Module 2: Development Trend of Human Resources Management Theories - - - - - - -66 Study Session 1: Basics of Human Resources Management Theories - - - - - - -66 4 Study Session 2: Classical Management Theories - - -75 Study Session 3: Human and Neo-Human Relations Theories -87 Study Session 4: System Theories - - - - - -100 Module 3: Human Resources Management in the 21st Century -109 Study Session 1: Information and Communication Technologies (ICTs) in Human Resources Management - -109 Study Session 2: Human Resources Management Databases - -119 Study Session 3: Capacity Development and Human Resources Management - - - -132 Study Session 4: Skills Expected from Today’s Human Resources -140 5  COURSE STUDY GUIDE i. COURSE INFORMATION Course Code: LIBS 890 Course Title: Human Resources Management Credit Units: 3 Semester: One ii. COURSE INTRODUCTION AND DESCRIPTION Introduction: Human Resources Management is necessary for the continuous survival of any organisation. No organisation can perform any of its operations without it. The activities carried out in the organisations include procurement, production, supervision, meeting, reporting among others, are carried out by human beings in the organisation. Without human beings, these activities cannot be carried out. This implies that without human beings, the organisation cannot be established. Human beings in the organisation are the central focus of human resources management. This is because human beings are the prime resource in any organisation.However, the emergence of human resource management can be attributed to the writings of the human relationists who attached great significance to the human factor. Lawrence Appley remarked, Management is personnel administration‖. This view is partially true as management is concerned with the efficient and effective use of both human as well as non-human resources. Thus human resource management is only a part of the management process. At the same time, it must be recognised that human resource management is inherent in the process of management. This function is performed by all the managers. A manager to get the best of his people, must undertake the basic responsibility of 6 selecting people who will work under him and to help develop, motivate and guide them. However, he can take the help of the specialised services of the personnel department in discharging this responsibility. Description: The course focuses on historical development of human resources management, origin of human resources management, development trend in human resources management, theories in human resources management, modern human resources management; components of human resources management, recruitment activity, training activity, retention activity, performance evaluation activity; human resources management in the 21st Century, the place of ICTs in human resources management, human resources management databases, capacity development and human resources management, skills expected from today’s human resources. iii. COURSE PREREQUISITES You should note that although this course has no subject pre-requisite, you are expected to have: 1. Satisfactory level of English proficiency 2. Basic Computer Operations proficiency 3. Online interaction proficiency 4. Web 2.0 and Social media interactive skills 7  iv. COURSE LEARNING RESOURCES i. Course Textbooks Monty, W. (2015).Nature of Human Resource Management. Retrieved from https://www.linkedin.com/pulse/nature-human-resource-management- monty-west. Accessed on 4/1/2019. v. COURSE OUTCOMES After studying this course, you should be able to: 1. Apply the knowledge acquired from the course to human resources management situations irrespective of the environment. 2. Identify issues in human resources management situations and give them professional treatment in order to enhance the situation. 3. Analyse cases in human resources management situations and proffer solution when the need arises. vi. ACTIVITIES TO MEET COURSE OBJECTIVES The distance learning system of education is quite different from the traditional University system. Here, the study sessions replace the University lecturers, thus conferring a unique advantage on you. For instance, you can read and work through specially designed study materials at your own pace and at a time and place that suit you best. You should understand right from the onset that the contents of the course are to be worked at and understood step by step and not to be read like a novel. The best way is to read a study session quickly in order to see the general run of the contents and then to re-read it carefully, making sure that the contents are understood step by step. You should be prepared at this stage to spend a much longer quality time on some study sessions that may appear difficult. A paper 8 and pen may be necessary. Ensure that you make necessary notes and summaries where necessary for future reference. Moreover, the key to success in this course is to study each topic slowly in order to ensure full apprehension before moving on to the next one. In the event any topic is not fully understood, there is every need to go through it over and over again by reworking illustrations in the topic. This is based on the fact that practice plays significant role in understanding subjects that deal with highly technical issues. Also, there will be series of group and individual assignments that you are expected to do and submit within the defined time limit which will serve as part of your assessment. Final, proviso of e-tutor’s e-mail and telephone number will be made to enable you seek clarification on things that are not cleared to you. Specifically, this course shall comprise of the following activities: 1. Studying courseware 2. Listening to course audios 3. Watching relevant course videos 4. Field activities, industrial attachment or internship, laboratory or studio work (whichever is applicable) 5. Course assignments (individual and group) 6. Forum discussion participation 7. Tutorials (optional) 8. Semester examinations (CBT and essay based). vii. TIME (TO COMPLETE SYLABUS/COURSE) To cope with this course, you would be expected to commit a minimum of 3 hours Weekly for the Course. 9  viii. GRADING CRITERIA AND SCALE Grading Criteria A. Formative assessment Grades will be based on the following: Individual assignments/test (CA 1,2 etc.) 20 Group assignments (GCA 1, 2 etc.) 10 Discussions/Quizzes/Out of class engagements etc. 10 B. Summative assessment (Semester examination) CBT based 30 Essay based 30 TOTAL 100% C. Grading Scale: A = 70-100 B = 60 – 69 C = 50 - 59 D = 45-49 F = 0-44 D. Feedback Courseware based: 1. In-text questions and answers (answers preceding references) 2. Self-assessment questions and answers (answers preceding references) Tutor based: 1. Discussion Forum tutor input 2. Graded Continuous assessments 10  Student based: 1. Online programme assessment (administration, learning resource, deployment, and assessment). ix. LINKS TO OPEN EDUCATION RESOURCES OSS Watch provides tips for selecting open source, or for procuring free or open software. SchoolForge and SourceForge are good places to find, create, and publish open software. SourceForge, for one, has millions of downloads each day. Open Source Education Foundation and Open Source Initiative, and other organisation like these, help disseminate knowledge. Creative Commons has a number of open projects from Khan Academy to Curriki where teachers and parents can find educational materials for children or learn about Creative Commons licenses. Also, they recently launched the School of Open that offers courses on the meaning, application, and impact of "openness." Numerous open or open educational resource databases and search engines exist. Some examples include: OEDb: over 10,000 free courses from universities as well as reviews of colleges and rankings of college degree programmes Open Tapestry: over 100,000 open licensed online learning resources for an academic and general audience OER Commons: over 40,000 open educational resources from elementary school through to higher education; many of the elementary, middle, and high school resources are aligned to the Common Core State Standards Open Content: a blog, definition, and game of open source as well as a friendly search engine for open educational resources from MIT, Stanford, and other universities with subject and description listings Academic Earth: over 1,500 video lectures from MIT, Stanford, Berkeley, Harvard, Princeton, and Yale JISC: Joint Information Systems Committee works on behalf of UK higher education and is involved in many open resources and open projects including digitising British newspapers from 1620-1900! Other sources for open education resources Universities 11  The University of Cambridge's guide on Open Educational Resources for Teacher Education (ORBIT) OpenLearn from Open University in the UK Global Unesco's searchable open database is a portal to worldwide courses and research initiatives African Virtual University (http://oer.avu.org/) has numerous modules on subjects in English, French, and Portuguese https://code.google.com/p/course-builder/ is Google's open source software that is designed to let anyone create online education courses Global Voices (http://globalvoicesonline.org/) is an international community of bloggers who report on blogs and citizen media from around the world, including on open source and open educational resources Individuals (which include OERs) Librarian Chick: everything from books to quizzes and videos here, includes directories on open source and open educational resources K-12 Tech Tools: OERs, from art to special education Web 2.0: Cool Tools for Schools: audio and video tools Web 2.0 Guru: animation and various collections of free open source software Livebinders: search, create, or organise digital information binders by age, grade, or subject (why re-invent the wheel?) 12  x. ABU DLC ACADEMIC CALENDAR/PLANNER PERIOD Semester Semester 1 Semester 2 Semester 3 Activity JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC Registration Resumption Late Registn. Facilitation Revision/ Consolidation Semester Examination N.B: - All Sessions commence in January - 1 Week break between Semesters and 6 Weeks vocation at end of session. - Semester 3 is OPTIONAL (Fast-tracking, making up carry-overs & deferments) 13  xi. COURSE STRUCTURE AND OUTLINE Course Structure WEEK MODULE STUDY ACTIVITY SESSION 1. Read Courseware for the corresponding Study Session. Study Session 1: 2. View the Video(s) on this Study Session Origin of Human 3. Listen to the Audio on this Study Session Week 1 Resources 4. View any other Video/U-tube (address/site Management https://bit.ly/2Ts0qCV) Pp.24 5. View referred OER (address/site https://bit.ly/2TdCZhm) 6. View referred Animation (Address/Site https://bit.ly/2Q0Kxzb) 1. Read Courseware for the corresponding Study Session. 2. View the Video(s) on this Study Session Week 2 Study Session 2 3. Listen to the Audio on this Study Session STUDY Principles of 4. View any other Video/U-tube (address/site MODULE Human https://bit.ly/2GUxz4x) 1 Resources 5. View referred OER (address/site Management https://bit.ly/2BZNhY8) Pp. 32 6. View referred Animation (Address/Site https://bit.ly/2HcKGNs) 1. Read Courseware for the corresponding Study Session. Study Session 3 2. View the Video(s) on this Study Session Week 3 Characteristics 3. Listen to the Audio on this Study Session and Functions of 4. View any other Video/U-tube (address/site Human https://bit.ly/2TdT8DN) 14  Resources 5. View referred OER (address/site Management https://work.chron.com/characteristics-human-resource- manager-7886.html) Pp. 47 6. View referred Animation (Address/Site https://bit.ly/2VgTWDS) 1. Read Courseware for the corresponding Study Session. Study Session 4 2. View the Video(s) on this Study Session Week 4 Components of 3. Listen to the Audio on this Study Session Human 4. View any other Video/U-tube (address/site Resources https://bit.ly/2IRBBML) Management 5. View referred OER (address/site https://bit.ly/2LwE23j) Pp. 55 6. View referred Animation (Address/Site https://bit.ly/2JdrUrx) 1. Read Courseware for the corresponding Study Session. Study Session 1 2. View the Video(s) on this Study Session Week 5 Basics of Human 3. Listen to the Audio on this Study Session Resources 4. View any other Video/U-tube (address/site Management https://bit.ly/2G6ovFU) Theories 5. View referred OER (address/site https://bit.ly/2Tf6nDY) Pp. 66 STUDY 6. View referred Animation (Address/Site MODULE https://bit.ly/2vQQDsP) 2 1. Read Courseware for the corresponding Study Session. 2. View the Video(s) on this Study Session Week 6 Study Session 2 3. Listen to the Audio on this Study Session Classical 4. View any other Video/U-tube (address/site 15  Management https://bit.ly/2FEXGfx) Theories 5. View referred OER (address/site Pp. 75 https://bit.ly/2G6ovFU) 6. View referred Animation (Address/Site https://bit.ly/2HeOLRh) 1. Read Courseware for the corresponding Study Session. 2. View the Video(s) on this Study Session Study Session 3 3. Listen to the Audio on this Study Session Week 7 Human and Neo- 4. View any other Video/U-tube (address/site Human Relations https://bit.ly/2EIbl3c) Theories 5. View referred OER (address/site Pp. 87 https://bit.ly/2DJJ9P2) 6. View referred Animation (Address/Site https://bit.ly/2IQKh65) 1. Read Courseware for the corresponding Study Session. 2. View the Video(s) on this Study Session Week 8 Study Session 4 3. Listen to the Audio on this Study Session System Theories 4. View any other Video/U-tube (address/site https://bit.ly/2EL64It) Pp. 100 5. View referred OER (address/site https://bit.ly/2UkQfgQ) 6. View referred Animation (Address/Site https://bit.ly/2EL64It) 1. Read Courseware for the corresponding Study Session. Study Session 1 2. View the Video(s) on this Study Session Week 9 Information and 3. Listen to the Audio on this Study Session Communication 4. View any other Video/U-tube (address/site Technologies https://bit.ly/2vg8mKX) 16  (ICTs) in Human 5. View referred OER (address/site STUDY Resources https://bit.ly/2XzOiPB) MODULE Management 6. View referred Animation (Address/Site 3 https://bit.ly/2vg8mKX) Pp. 109 1. Read Courseware for the corresponding Study Session. Study Session 2. View the Video(s) on this Study Session Week 10 2Human 3. Listen to the Audio on this Study Session Resources 4. View any other Video/U-tube (address/site Management https://bit.ly/2ErSqID) Databases 5. View referred OER (address/site Pp. 119 https://www.hrpayrollsystems.net/hrms/) 6. View referred Animation (Address/Site https://bit.ly/2Jx2cgU) 1. Read Courseware for the corresponding Study Session. Study Session 3 2. View the Video(s) on this Study Session Week 11 Scope of Human 3. Listen to the Audio on this Study Session Resources 4. View any other Video/U-tube (address/site Management in https://bit.ly/2jqJitX) the 21st Century 5. View referred OER (address/site Pp. 132 https://bit.ly/2TsAU0z) 6. View referred Animation (Address/Site https://bit.ly/2jqJitX) 1. Read Courseware for the corresponding Study Session. Study Session 4 2. View the Video(s) on this Study Session Week 12 Skills Expected 3. Listen to the Audio on this Study Session from Today’s 4. View any other Video/U-tube (address/site https://bit.ly/2NFfRCL) 17  Human 5. View referred OER (address/site Resources https://bit.ly/2Mg4e2s) 6. View referred Animation (Address/Site Pp. 140 https://bit.ly/2NFfRCL) Week 13 REVISION/TUTORIALS (On Campus or Online) & CONSOLIDATION WEEK Week 14 & SEMESTER EXAMINATION 15 18 Course Outline Module 1: Fundamentals of Human Resources Management Study Session 1: Origin of Human Resources Management Study Session 2: Principles of Human Resources Management Study Session 3: Characteristics and Functions of Human Resources Management Study Session 4: Components of Human Resources Management Module 2: Development Trend of Human Resources Management Theories Study Session 1: Basics of Human Resources Management Theories Study Session 2: Classical Management Theories Study Session 3: Human and Neo-Human Relations Theories Study Session 4: System Theories Module 3: Human Resources Management in the 21st Century Study Session 1: Information and Communication Technologies (ICTs) in Human Resources Management Study Session 2: Human Resources Management Databases Study Session 3: Scope of Human Resources Management in the 21st Century Study Session 4: Skills Expected from Today’s Human Resources 19  xii. STUDY MODULES STUDY MODULE 1: Fundamentals of Human Resources Management Contents: Study Session 1: Origin of Human Resources Management Study Session 2: Principles of Human Resources Management Study Session 3: Characteristics and Functions of Human Resources Management Study Session 4: Components of Human Resources Management STUDY SESSION 1 Origin of Human Resources Management Section and Subsection Headings: Introduction 1.0 Learning Outcomes 2.0 Main Content 2.1-The Olden Days 2.2-Industrial Revolution Period 2.3-Modern Period 2.4- Human Resources Management in the 21st Century 3.0Study Session Summary and Conclusion 4.0Self-Assessment Questions 5.0Additional Activities (Videos & Out of Class activities) 6.0References/Further Readings Introduction: You are welcome to study session 1 of this module, in this session we shall explore the concept of human resource management, (HRM) in the 21st century will be looked at critically. Once again welcome. 20 Human resources management is appreciated when its origin is studied. The origin of human resources was from pre-historic period. The olden day human resources management, gave birth to the today’s own. 1.0 Learning Outcomes After you have finished studying this session, you should be able to: 1. Discuss the origin of human resources management. 2. Differentiate the human resources management in three periods. 3. Explain the time the first human resources management came into being. 4. Differentiate between human resource management and personnel management. 2.0 Main Content 2.1 The Olden Days Human resources management principles (ideas) were practiced in pre- historic period. Some of the vital principles of HRM were used in prehistoric times, like mechanisms being developed for selecting tribal leaders. Knowledge was recorded and passed on to the next generation about safety, health, hunting, and gathering food. 2000 BC to 1000 BC saw the development of more advanced HR functions. Fig 1.1.1: The Olden Days Source: madailygist.ng It is a known fact that the Chinese are known to be the first to use employee screening techniques, way back in 1115 BC, while the Greeks started using the apprentice system in 2000 BC. These practices showed the importance of 21 selecting and training the right individuals for related jobs this is a fact you should know. 2.2 Industrial Revolution Period The Industrial Revolution, which started in England during the late 1700s AD, brought a lot of transformation in the practices of production. Hand-made goods were replaced by machine-made goods, cottage industries were replaced by large factories, and small-scale production gave way to large-scale production. Fig 1.1.2: Industrial Revolution Period Source: mcuthistory.tumbir.com Under the impact of the Industrial Revolution, the US economy also converted itself from agro-based to industry-based. The new system required an extremely well-organized structure, and led to recruitment of a large number of people. Moreover, the Industrial Revolution brought in a huge number of immigrants. To create employment for all the immigrants, recruitment and management of individuals gained vitality. We observe that the period saw the rise of a special class of managers who were considered higher than the less privileged employees. This newly developed system created a gap between the labour force and the bureaucrat or management. With the passage of time, the gap grew wider and the condition of the lower class deteriorated. As such, there was a blaring need for human resource management. From your early human resource management, in general, followed a social welfare approach. It aimed at helping immigrants in the process of adjusting to their jobs and to an 'American' way of life. The main aim behind these programs 22 was to assist immigrants in learning English and acquiring housing and medical care. Also, techniques were used to promote supervisory training that ensured an increase in productivity. In-text Question 1 What are the periods from the origin of human resources management to date? Answer Olden days, industrial revolution period, modern period and human resources management in the 21st Century 2.3 Modern Period Between the 1960s and 1970s, we get to see that HRM gained momentum after the passing of several acts like the Equal Pay Act of 1963, the Civil Rights Act of 1964, the Employee Retirement Income Security Act of 1974 (ERISA), and the Occupational Safety and Health Act of 1970. The framed laws ensured the safety and protected the rights of employees. It was seen that no discrimination in any form was committed against the workers or labourers. Laws related to disabled people were enacted to prevent discrimination of disabled workers under the Americans With Disabilities Act in 1990. Fig 1.1.3: Modern Period Source: what ishumanresource.com With the advent of all these acts, corporates placed a lot of importance on human resource management to avoid plausible law suits. We observe that by the end of the 1970s, HRM had taken over the world! Almost all big and medium-scale industries had a department to manage their recruitment, employee relations, record-keeping, salaries, wages, etc. Towards the 1980s, the 23 importance of HR continued to intumesce due to several reasons like an increase in skilled labour, training, regulation compliance, dismissal, etc. HR managers were tasked with the challenges of hiring and the firing employees. Human Resource Management has been given various names throughout its long history. Since being recognised as a separate and important function, it has been called 'Personnel Relations', which evolved to 'Industrial Relations', then 'Employee Relations', and finally to 'Human Resources'. Today, Human Resource Management has the same importance as other departments in most companies. In some companies, the HRD, or Human Resource Department, is even considered more important than other departments. With the constant increase in education and technology, and frequent fluctuations in economic status and structures, HR remains the oldest, most mature, and most efficient of all management styles. It quintessentially underlines the importance of human beings working in any organisation. 2.4 Human Resources Management in the 21st Century Judging from the above discussion, we see that there is the increase of the need to cope with the present human resource management nature in the workplace, information and communication technologies (ICTs) (computers, internet, telephone, radio, television etc.) are needed. Fig 1.1.4: Human Resources Management in the 21st Century These technologies are needed to carry out recruitment, training, retention and performance appraisal among others. 24 This is because of the pressures found in the organisations.Of course, there are an incredible number of pressures on today's organisations. Let us name a few, environmental pressures such as increasing globalisation, rapid technological change, and tougher competition; organisational changes such as new organisational alliances, new structures and hierarchies, new ways of assigning work, and a very high rate of change; changes in the workforce, including employees' priorities, capabilities, and demographic characteristics. Within these pressured organisations, we see that there is a need for (and opportunity for) the human resource function to play a critical role in helping organisations navigate through these transitions. In order to play this role, however, HR will have to increase its real and perceived value. In-text Question 2 In the history of human resources management, where did the industrial revolution start? Answer The Industrial Revolution started in England during the late 1700s AD, brought a lot of transformation in the practices of production. 2.5 Difference between Human Resource Management and Personnel Management. It is pertinent to note that there is no any watertight difference between human resource management and personnel management. However, there are some differences in the following matters. 1. Personnel management is a traditional approach of managing people in the organization. Human resource management is a modern approach of managing people and their strengths in the organization. 2. Personnel management focuses on personnel administration, employee welfare and labor relation. Human resource management focuses on acquisition, development, motivation and maintenance of human resources in the organization. 25 3. Personnel management assumes people as a input for achieving desired output. Human resource management assumes people as an important and valuable resource for achieving desired output. 4. Under personnel management, personnel function is undertaken for employee's satisfaction. Under human resource management, administrative function is undertaken for goal achievement. 5. Under personnel management, job design is done on the basis of division of labor. Under human resource management, job design function is done on the basis of group work/team work. 6. Under personnel management, employees are provided with less training and development opportunities. Under human resource management, employees are provided with more training and development opportunities. 7. In personnel management, decisions are made by the top management as per the rules and regulation of the organization. In human resource management, decisions are made collectively Fig 1.1.5: Human Resources VS Personnel Management after considering employee's participation, authority, decentralization, competitive environment etc. 8. Personnel management focuses on increased production and satisfied employees. Human resource management focuses on effectiveness, culture, productivity and employee's participation. 9. Personnel management is concerned with personnel manager. Human resource management is concerned with all level of managers from top to bottom. 10. Personnel management is a routine function. Human resource management is a strategic function. 26 3.0 Study Session Summary and Conclusion This session presented the origin of human resources management as follows: The olden days, industrial revolution period, modern period and human resources management in the 21st Century. 4.0 Self-Assessment Questions and Answers 1. What is the origin of human resources management? 2. What are the stages of human resources management? 3. In what period did human resources management start? 5.0 Additional Activities (Videos, Animations &Out of Class activities) e.g. a. Visit U-tube addhttps://bit.ly/2Ts0qCV. Watch the video & summarise in 1 paragraph b. View the animation on add/site https://bit.ly/2Q0Kxzb and critique it in the discussion forum 6.0 References/Further Readings Heathfield, S. M. (2018). What Is Human Resource Management? Retrieved fromhttps://www.thebalancecareers.com/what-is-human-resource- management-1918143. Accessed on 4/1/2019. ManagementParadise. (2016). History and Evolution of Human Resources (HR).https://www.youtube.com/watch?v=qcgja07Qu_E. Accessed on 6/1/2019. Monash Business School.(2012). Human Resource Management. Retrieved fromhttps://www.youtube.com/watch?v=9ZLbSk1Te68. Accessed on 4/1/2019. Monty, W. (2015).Nature of Human Resource Management. Retrieved from https://www.linkedin.com/pulse/nature-human-resource-management- monty-west. Accessed on 4/1/2019. 27 Surbhi, S. (2015). Difference Between Personnel Management and Human Resource Management.https://keydifferences.com/difference-between- personnel-management-and-human-resource-management.html. Accessed on 4/1/2019. Suyash, S. (2016). Human Resource Management Evolution Presentation (HRM Evolution). Retrieved from https://www.youtube.com/watch?v=DD9LqNVTNGI. Accessed on 4/1/2019. Workspirited.com. (2018). The Revolutionary History of Human Resource Management.Retrieved from https://workspirited.com/history-of-human- resource-management.Accessed on 4/1/2019. WorldatworkTV. (2014). A Short History of Human Resources and Total Rewards. Retrieved from https://www.youtube.com/watch?v=TrLzXZhfqC0. Accessed on 6/1/2019. 28  STUDY SESSION 2 Principles of Human Resources Management Section and Subsection Headings: Introduction 1.0 Learning Outcomes 2.0 Main Content 2.1- Principles of Human Resources Management 2.2- Position and Structure of Human Resources Management 2.3-Code of Ethics 3.0 Study Session Summary and Conclusion 4.0 Self-Assessment Questions 5.0Additional Activities (Videos &Out of Class activities) 6.0 References/Further Readings Introduction You are welcome study session 2, in the previous session we did discuss and explore the concept of origin if human resource management, this session will give you a broader insight of HRM. Human resources management is guided by some principles. These principles guide in achieving the aim of managing human beings in the organisation. Each activity staff carries out in the organisation should be guided by a particular principle. 1.0 Learning Outcomes After you have finished studying this session, you should be able to: 1. Explain the principles of human resources management 2. Discuss the position and structure of human resources management 3. Explain code of ethics in human resources management. 29 2.0 Main Content 2.1 Principles of Human Resources Management “Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory.” Andrew Carnegie. Fig 1.2.1: Principles of Human Resources Management Source: referenceforbusiness.com Keep it in mind that Human Resources (HR) is the backbone of any organisation as it deals with all aspects of employees, from recruitment to retirement, including wages and welfare. As the war for talent intensifies globally, HR is more focused than ever before. Currently, there is a drastic shift from manual workers to knowledge workers worldwide, where people aspire to become consultants rather than contractors. Additionally, employee aspirations and expectations are rising rapidly. Man vs. Machine Previously, it was the machine behind the men that counted. But today, it is the men behind the machine that counts. Organisations are crying for talent globally. There is a scarcity of right talent, and it is a great opportunity for the right talent to explore and grow globally. There is a limit to machines, but there is no limit to human potential. Elbert Hubbard rightly remarked, “One machine can do the work of 50 ordinary men. No machine can do the work of one extraordinary man.” It is a fact that machines can be handled easily whereas people cannot as people have different emotions, egos, and feelings. Handling them is a challenging task as they have different expectations and aspirations. For you to know what 30 motivates them is another major challenge. At times, they don’t gel well with other members in the team and leaders find it challenging to lead and retain them. Here, the role of HR comes into play in order to effectively handle employees from entry to exit. Additionally, HR must reinvent with the latest principles and philosophies by keeping pace with the expectations and aspirations of all stakeholders to stay ahead of the times and technologies. HR Principles There are many principles of Human Resources. Here we are going to explore eight of them to understand and apply appropriately to make HR practices transparent and relevant for the future. Principle 1: Recruitment to retirement. We see that HR is all about dealing with employees from recruitment to retirement. It includes manpower planning, selection, training and development, placement, wage and salary administration, promotion, transfer, separation, performance appraisal, grievance handling, welfare administration, job evaluation and merit rating, and exit interview. Precisely, you deal with planning, organising, staffing, directing, and controlling of people. Principle 2: People (men) behind the machine count. Previously, we see that it was the machine behind the man that counted. Today, people are the real power to drive organisations forward. But today we see that machines only assist people. Ultimately, the machine is servant to men, not the other way around. Principle 3: Hire for attitude, recruit for skills. Your attitude is the key to engagement and success. Hence, HR leaders must emphasize attitude rather than experience. It is better for you to hire a new job 31 seeker with high attitude and no experience than one with a rotten attitude and years of experience. You as an employee should possess a good attitude, they will have the ability absorb the knowledge, skills, and abilities that are essential to perform their tasks effectively in the workplace. Principle 4: Appreciate attitude but respect intelligence It is true that both attitude and intelligence are essential to improve the organisational bottom line. If HR leaders find it is tough to get both, they should choose attitude over intelligence as it helps accomplish organisational goals and objectives. Principle 5: Hire slow, fire fast HR leaders must be slow in hiring the right talent for their organisations. They must look for the right mind-set, skill set, and tool set in job seekers during recruitment. If they find that bad apples entered into their basket, they must be removed quickly to contain further damage to their organisations. Principle 6: Shed complexity, wed simplicity People today prefer to work in flat organisations rather than tall ones. Tall organisations often have hierarchies with a bureaucratic mind-set, that doesn’t work in the present context. Gen Yers are happy to work with partners rather than with bosses. So shed complexity and wed simplicity to achieve organisational excellence and effectiveness. Principle 7: HR leaders are king and queen makers Presently, there is an impression globally that HR leaders are king and queen makers. They cannot become kings and queens. They are perceived as people who become ladders for others to climb to higher positions. It is due to the roles 32 and responsibilities they undertake. HR leaders are masters of their trades, not jacks of other trades. They know everything about HR, but they don’t necessarily know much about other aspects in the organisation. CEOs are masters in their own domains and jacks of other domains. They are masters in their areas and know something about others areas. Thus, HR leaders must acquire knowledge about other areas and acquire technical and business acumen to become kings and queens the chief executives. Principle 8: To serve is to lead and live Mahatma Gandhi once remarked, “The best way to find yourself is to lose yourself in the service of others.” HR leaders must serve people with pleasure without any pressure. They must become torchbearers of human capital and knowledge. They must learn, unlearn, and relearn to stay relevant. 2.2 Position and Structure of Human Resources Management You should keep in mind that, Human resource management department responsibilities can be broadly classified by individual, organisational, and career areas. Individual management entails helping employees identify their strengths and weaknesses; correct their shortcomings; and make their best contribution to the enterprise. These duties are carried out through a variety of activities such as performance reviews, training, and testing. Organisational development, meanwhile, focuses on fostering a successful system that maximizes human (and other) Fig 1.2.2: Position and Structure of Human Resources Management 33 resources as part of larger business strategies. This important duty also includes the creation and maintenance of a change program, which allows the organisation to respond to evolving outside and internal influences. The third responsibility, career development, entails matching individuals with the most suitable jobs and career paths within the organisation. Human resource management functions are ideally positioned near the theoretic centre of the organisation, with access to all areas of the business. Since the HRM department or manager is charged with managing the productivity and development of workers at all levels, human resource personnel should have access to and the support of key decision makers. In addition, the HRM department should be situated in such a way that it is able to effectively communicate with all areas of the company. HRM structures vary widely from business to business, shaped by the type, size, and governing philosophies of the organisation that they serve. But most organisations organize HRM functions around the clusters of people to be helped they conduct recruiting, administrative, and other duties in a central location. Different employee development groups for each department are necessary to train and develop employees in specialized areas, such as sales, engineering, marketing, or executive education. In contrast, some HRM departments are completely independent and are organized purely by function. The same training department, for example, serves all divisions of the organisation. We observed in recent years, however, observers have cited a decided trend toward fundamental reassessments of human resources structures and positions. "A cascade of changing business conditions, changing organisational structures, and changing leadership has been forcing human resource 34 departments to alter their perspectives on their role and function almost over- night," wrote John Johnston in Business Quarterly. "Previously, companies structured themselves on a centralised and compartmentalised basis head office, marketing, manufacturing, shipping, etc. They now seek to decentralise and to integrate their operations, developing cross-functional teams. Today, senior management expects HR to move beyond its traditional, compartmentalised 'bunker' approach to a more integrated, decentralised support function." Given this change in expectations, Johnston noted that "an increasingly common trend in human resources is to decentralise the HR function and make it accountable to specific line management. This increases the likelihood that HR is viewed and included as an integral part of the business process, similar to its marketing, finance, and operations counterparts. However, HR will retain a centralised functional relationship in areas where specialized expertise is truly required," such as compensation and recruitment responsibilities. In-text Question 1 What are the examples of code of ethics? Answer Professional responsibility, professional development, ethical leadership, fairness and justice, conflicts of interest and use of information. 2.3 Code of Ethics Fig 1.2.3: Code of Ethics Source: aoaonline.org 35 Professional Responsibility Core Principle As HR professionals, you are responsible for adding value to the organisations you serve and contribute to the ethical success of those organisations. You accept professional responsibility for our individual decisions and actions. You also advocates for the profession by engaging in activities that enhance its credibility and value. Intent 1. To build respect, credibility and strategic importance for the HR profession within our organisations, the business community, and the communities in which we work. 2. To assist the organisations, we serve in achieving their objectives and goals. 3. To inform and educate current and future practitioners, the organisations we serve, and the general public about principles and practices that help the profession. 4. To positively influence workplace and recruitment practices. 5. To encourage professional decision-making and responsibility. 6. To encourage social responsibility. Guidelines Adhere to the highest standards of ethical and professional behaviour. 1. Measure the effectiveness of HR in contributing to or achieving organisational goals. 2. Comply with the law. 3. Work consistent with the values of the profession. 4. Strive to achieve the highest levels of service, performance and social responsibility. 36  5. Advocate for the appropriate use and appreciation of human beings as employees. 6. Advocate openly and within the established forums for debate in order to influence decision-making and results. Professional Development Core Principle As professionals we must strive to meet the highest standards of competence and commit to strengthen our competencies on a continuous basis. Intent 1. To expand our knowledge of human resource management to further our understanding of how our organisations function. 2. To advance our understanding of how organisations work ("the business of the business"). Guidelines 1. Pursue formal academic opportunities. 2. Commit to continuous learning, skills development and application of new knowledge related to both human resource management and the organisations we serve. 3. Contribute to the body of knowledge, the evolution of the profession and the growth of individuals through teaching, research and dissemination of knowledge. 4. Pursue certification where available, or comparable measures of competencies and knowledge. Ethical Leadership Core Principle 37 HR professionals are expected to exhibit individual leadership as a role model for maintaining the highest standards of ethical conduct. Intent 1. To set the standard and be an example for others. 2. To earn individual respect and increase our credibility with those we serve. Guidelines 1. Be ethical; act ethically in every professional interaction. 2. Question pending individual and group actions when necessary to ensure that decisions are ethical and are implemented in an ethical manner. 3. Seek expert guidance if ever in doubt about the ethical propriety of a situation. 4. Through teaching and mentoring, champion the development of others as ethical leaders in the profession and in organisations. Fairness and Justice Core Principle As human resource professionals, we are ethically responsible for promoting and fostering fairness and justice for all employees and their organisations. Intent To create and sustain an environment that encourages all individuals and the organisation to reach their fullest potential in a positive and productive manner. Guidelines 1. Respect the uniqueness and intrinsic worth of every individual. 2. Treat people with dignity, respect and compassion to foster a trusting work environment free of harassment, intimidation, and unlawful discrimination. 38  3. Ensure that everyone has the opportunity to develop their skills and new competencies. 4. Assure an environment of inclusiveness and a commitment to diversity in the organisations we serve. 5. Develop, administer and advocate policies and procedures that foster fair, consistent and equitable treatment for all. 6. Regardless of personal interests, support decisions made by our organizations that are both ethical and legal. 7. Act in a responsible manner and practice sound management in the country (ices) in which the organisations we serve operate. Conflicts of Interest Core Principle As HR professionals, you must maintain a high level of trust with our stakeholders. You must protect the interests of our stakeholders as well as our professional integrity and should not engage in activities that create actual, apparent, or potential conflicts of interest. Intent You must avoid activities that are in conflict or may appear to be in conflict with any of the provisions of this Code of Ethical and Professional Standards in Human Resource Management or with one's responsibilities and duties as a member of the human resource profession and/or as an employee of any organisation. Guidelines 1. Adhere to and advocate the use of published policies on conflicts of interest within your organisation. 2. Refrain from using your position for personal, material or financial gain or the appearance of such. 39  3. Refrain from giving or seeking preferential treatment in the human resources processes. 4. Prioritize your obligations to identify conflicts of interest or the appearance thereof; when conflicts arise, disclose them to relevant stakeholders. Use of Information Core Principle HR professionals consider and protect the rights of individuals, especially in the acquisition and dissemination of information while ensuring truthful communications and facilitating informed decision-making. Intent To build trust among all organisation constituents by maximising the open exchange of information, while eliminating anxieties about inappropriate and/or inaccurate acquisition and sharing of information Guidelines 1. Acquire and disseminate information through ethical and responsible means. 2. Ensure only appropriate information is used in decisions affecting the employment relationship. 3. Investigate the accuracy and source of information before allowing it to be used in employment related decisions. 4. Maintain current and accurate HR information. 5. Safeguard restricted or confidential information. 6. Take appropriate steps to ensure the accuracy and completeness of all communicated information about HR policies and practices. 7. Take appropriate steps to ensure the accuracy and completeness of all communicated information used in HR-related training. In-text Question 2 40 What are the examples of human resource principles? Answer Recruitment to retirement; people (men) behind the machine count; hire for attitude, recruit for skills; appreciate attitude but respect intelligence; hire slow, fire fast; shed complexity, wed simplicity; HR leaders are king and queen makers and to serve is to lead and live. 3.0 Study Session Summary and Conclusion This session presented the principles of human resources management as follows: Principles ofhuman resources management, position and structure of human resources management and code of ethics in human resources management. 4.0 Self-Assessment Questions 1. What are the principles of human resources management? 2. What do you understand by the position and structure of human resources management? 3. What are code of ethics in human resources management? 5.0 Additional Activities (Videos, Animations &Out of Class activities) e.g. a. Visit U-tube addhttps://bit.ly/2GUxz4x. Watch the video & summarise in 1 paragraph b. View the animation on add/site https://bit.ly/2HcKGNs and critique it in the discussion forum 41 5.0 References/Further Readings Advameg.(2019). Human Resource Management. Retrieved from https://www.referenceforbusiness.com/small/Eq-Inc/Human-Resource- Management.html. Accessed on 12/1/2019. Dirgha, M. (2015). 10 Most Important Characteristics of Human Resource Management.Retrieved from https://www.linkedin.com/pulse/10-most- important-characteristics-human-resource-dirgha-mankad.Accessed on 6/1/2019. Rao, M. S. (2016). 8 Golden Principles of Human Resources. Retrieved from https://trainingmag.com/8-golden-principles-human-resources/. Accessed on 12/1/2019. Steve, O. (2017). Human Resource Management: Nature, Objectives, Principles, Policies and Functions of HRM.Retrieved from https://www.kenyaplex.com/resources/13731-human-resource- management-nature-objectives-principles-policies-and-functions-of- hrm.aspx.Accessed on 12/1/2019. Society for Human Resource Management.(2014). Code of Ethics. Retrieved fromhttps://www.shrm.org/about-shrm/pages/code-of-ethics.aspx. Accessed on 12/1/2019. 42  STUDY SESSION 3 Characteristics and Functions of Human Resources Management Section and Subsection Headings: Introduction 1.0 Learning Outcomes 2.0 Main Content 2.1 - Characteristics of Human Resources Management 2.2 - Functions of Human Resources Management 3.0 Study Session Summary and Conclusion 4.0 Self-Assessment Questions 5.0 Additional Activities (Videos &Out of Class activities) 6.0 References/Further Readings Introduction You are welcome to study session 3, in this session our focus of discussion is to explore the characteristics and function of HR. Human resources management like any other discipline has some characteristics and functions. These form parts of the entire discipline. They are the pillars that make up the discipline. 1.0 Learning Outcomes After you have finished studying this session, you should be able to: 1. Discuss the characteristics of human resources management 2. List the functions of human resources management 43 2.0 Main Content 2.1 Characteristics of Human Resources Management The following are Characteristics of Human Resources Managementin the Organisation: Fig 1.3.1: Characteristics of Human Resources Management 1. It is an art and a science: The art and science of HRM is indeed very complex. HRM is both the art of managing people by recourse to creative and innovative approaches; it is a science as well because of the precision and rigorous application of theory that is required. 2. It is pervasive: Development of HRM covers all levels and all categories of people, and management and operational staff. No discrimination is made between any levels or categories. All those who are managers have to perform HRM. It is pervasive also because it is required in every department of the organisation. All kinds of organisations, profit or non-profit making, have to follow HRM. 3. It is a continuous process: First, it is a process as there are number of functions to be performed in a series, beginning with human resource planning to recruitment to selection, to training to performance appraisal. To be specific, the HRM process includes acquisition (HR planning, recruitment, selection, placement, socialisation), development (training and development, and career development), utilisation (job design, motivation, performance appraisal and reward management), and maintenance (labour 44 relations, employee discipline, grievance handling, welfare, and termination). Second, it is continuous, because HRM is a never-ending process. 4. HRM is a service function: HRM is not a profit centre. It serves all other functional departments. But the basic responsibility always lies with the line managers. HRM is a staff function – a facilitator. The HR Manager has line authority only within his own department, but has staff authority as far as other departments are concerned. 5. HRM must be regulation-friendly: The HRM function has to be discharged in a manner that legal dictates are not violated. Equal opportunity and equal pay for all, inclusion of communities in employment, inclusion of tribal’s (like Posco or Vedanta projects) and farmers in the benefits and non-violation of human rights must be taken care of by the HRM. 6. Interdisciplinary and fast changing: It is encompassing welfare, manpower, personnel management, and keeps close association with employee and industrial relations. It is multi- disciplinary activity utilising knowledge and inputs from psychology, sociology, economics, etc. It is changing itself in accordance with the changing environment. It has travelled from exploitation of workers to treating them as equal partners in the task. 7. Focus on results: HRM is performance oriented. It has its focus on results, rather than on rules. It encourages people to give their 100%. It tries to secure the best from people by winning the whole hearted cooperation. It is a process of bringing people and organization together so that the goals of each are met. It is commitment oriented. 8. People-centred: HRM is about people at work both as individuals and a group. It tries to help employees to develop their potential fully. It comprises people-related functions 45 like hiring, training and development, performance appraisal, working environment, etc. HRM has the responsibility of building human capital. People are vital for achieving organizational goals. Organizational performance depends on the quality of people and employees. 9. Human relations philosophy: HRM is a philosophy and the basic assumption is that employees are human beings and not a factor of production like land, labour or capital. HRM recognises individuality and individual differences. Every manager to be successful must possess social skills to manage people with differing needs. 10. An integrated concept: HRM in its scope includes Personnel aspect, Welfare aspect and Industrial relations aspect in itself. It is also integrated as it concerns with not only acquisition, but also development, utilisation, and maintenance. In-text Question 1 What is the meaning of the term labour relations? Answer The term “labour relations” refers to interaction with employees who are represented by a trade union. 2.2 Functions of Human Resources Management Fig 1.3.2: Functions of Human Resources Management Source: lousassignments.com 1. Human Resource Planning, Recruitment and Selection: 46 Human resource planning: The focus of HR planning is to ensure the organisation has the right number of human resources, with right capabilities, at the right times and in the right places. Recruitment and Selection: Recruitment involves identifying the sources of manpower and stimulating them to apply for jobs in the organisations. Selection is the process of choosing the best out of those recruited. 2. Human Resource Training and Development: This gives employees the skills and knowledge to perform their jobs effectively. In addition to providing training for new or inexperienced employees, organisations often provide training programmes for experienced employees whose jobs are undergoing change. 3. Compensation and Benefits Compensation: includes payment in the form of hourly wages or annual salaries. Compensation affects staffing in that people are generally attracted to organisations offering a higher level of pay in exchange for the work performed. Benefits: includes insurance, pensions, vacation, sick days. Benefits are another form of compensation to employees other than direct pay for work performed. 4. Safety and Health Not only must an organisation see to it that employees' rights are not violated, but it must also provide a safe and healthy working environment 5. Employee and Labour Relations: The term “labour relations” refers to interaction with employees who are represented by a trade union. Unions are organisation of employees who join together to obtain more voice in decisions affecting wages, benefits, working conditions, and other aspects of employment. With regard to labour relations, the personnel responsibility primarily involves negotiating with the unions regarding wages, service conditions, and resolving disputes and grievances. 47 6. Human Resource Research The human resources department seems to be the storehouse for maintaining the history of the organisation everything from studying a department's high turnover or knowing the number of people presently employed, to generating statistics on the percentages of women, minorities, and other demographic characteristics. Research is not the sole responsibility of any one particular group or department in an organisation. The initial responsibility is that of the human resource department, which however should be assisted by line supervisors and executives at all levels of management. The assistance that can be rendered by trade unions and other organisations should not be ignored, but should be properly made use of. In-text Question 2 What is the purpose of human resource planning? Answer The focus of HR planning is to ensure the organisation has the right number of human resources, with right capabilities, at the right times and in the right places. 3.0 Study Session Summary and Conclusion This session presented the characteristics and functions of human resources management. They are presented in order of their arrangement in the beginning of the session. 4.0 Self-Assessment Questions 1. What are the characteristics of human resources management? 2. What are the functions of human resources management? 48 5.0 Additional Activities (Videos, Animations &Out of Class activities) e.g. a. Visit U-tube addhttps://bit.ly/2TdT8DN. Watch the video & summarise in 1 paragraph b. View the animation on add/site https://bit.ly/2VgTWDS and critique it in the discussion forum 6.0 References/Further Readings Dirgha, M. (2015). 10 Most Important Characteristics of Human Resource Management.Retrieved from https://www.linkedin.com/pulse/10-most- important-characteristics-human-resource-dirgha-mankad.Accessed on 6/1/2019. Jeremy, B. (2018). What Are the Five Main Functions of Global Human Resource Management?Retrieved from https://smallbusiness.chron.com/five-main-functions-global-human- resource-management-61538.html.Accessed on 16/1/2019. Mayhew, R. (2018). Characteristics of a Human Resource Manager. Retrieved fromhttps://work.chron.com/characteristics-human-resource- manager-7886.html. Accessed on 16/1/2019. Mayhew, R. (2018). What Are the Functions of Human Resource Managers? Retrieved from https://smallbusiness.chron.com/functions-human- resource-managers-1326.html.Accessed on 16/1/2019. 49  STUDY SESSION 4 Components of Human Resources Management Section and Subsection Headings: Introduction 1.0 Learning Outcomes 2.0 Main Content 2.1- Recruitment Activity 2.2- Training Activity 2.3- Retention Activity 2.4- Performance Evaluation Activity 3.0 Study Session Summary and Conclusion 4.0 Self-Assessment Questions 5.0 Additional Activities (Videos & Out of Class activities) 6.0 References/Further Readings Introduction You are welcome to study session 4, in the previous session, we did discuss the characteristics and responsibilities of HR, this session will dive into the component of HR. The components of human resources management are those aspects that made up of the term. They are the fundamental segment without which the term cannot stand. Understanding them will lead to the comprehension of the term. 1.0 Learning Outcomes After you have finished studying this session, you should be able to: 1. Discuss the recruitment activity. 2. Describe the training activity. 3. Explain the retention activity. 50  4. Define performance evaluation activity 2.0 Main Content 2.1 Recruitment Activity Recruitment can be defined as searching for and obtaining a pool of potential candidates with the desired knowledge, skills and experience to allow an organisation to select the most appropriate people to fill job vacancies against defined position descriptions and specifications. Fig 1.4.1: Recruitment Activity Source: bullhorn.com The following are steps of recruitment: Step 1: Identify Vacancy and Evaluate Need Recruitments provide opportunities to departments to align staff skill sets to initiatives and goals, and for departmental and individual growth. Proper planning and evaluation of the need will lead to hiring the right person for the role and team. Step 2: Develop Position Description A position description is the core of a successful recruitment process. It is used to develop interview questions, interview evaluations and reference check questions. Step 3: Develop Recruitment Plan Each position requires a documented Recruitment Plan which is approved by the organisational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities. 51 Step 4: Select Search Committee To ensure applicants selected for interview and final consideration are evaluated by more than one individual to minimise the potential for personal bias, a selection committee is formed. The hiring manager will identify members who will have direct and indirect interaction with the applicant in the course of their job. Each hiring manager should make an effort to appoint a search committee that represents a diverse cross section of the staff. A member of the committee will be appointed as the Affirmative Action and Compliance Liaison who will monitor the affirmative action aspects of the search committee. Under-represented groups and women are to have equal opportunity to serve on search committees and special efforts should be made to encourage participation. Departments that lack diversity in their own staff should consider appointing staff outside the department to search committees or develop other alternatives to broaden the perspective of the committee. Step 5: Post Position and Implement Recruitment Plan Once the position description has been completed, the position can then be posted to the career site. Every effort should be made to ensure the accuracy of the job description and posting text. It may not be possible to change elements of a position once posted, because it may impact the applicant pool. Step 6: Review Applicants and Develop Short List Once the position has been posted, candidates will apply via UCR’s job board. Candidates will complete an electronic application for each position (resume and cover letter are optional). Candidates will be considered “Applicants” or “Expressions of Interest”. Step 7: Conduct Interview The interview is the single most important step in the selection process. It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both. By following these interviewing guidelines, you will ensure you have conducted a thorough 52 interview process and have all necessary data to properly evaluate skills and abilities. Step 8: Select Hire Once the interviews have been completed, the committee will meet to discuss the interviewees. Committee members will need to assess the extent to which each one met their selection criteria. Step 9: Finalize Recruitment Upon completion of the recruitment process the offer to the selected finalist is made. Prior to initiating the offer, it is recommended that one more check of the selection process be completed as follows: 1. Review the duties and responsibilities of the position and ensure they were accurately described and reflected in the job description and interview process 2. Review selection criteria used to ensure they were based on the qualifications listed for the position 3. Confirm interview questions clearly matched the selection criteria 4. Confirm all applicants were treated uniformly in the recruitment, screening, interviewing and final selection process 5. Should there be any issues with the above, contact your Organizational Human Resources Coordinator. 6. 2.2 Training Activity After recruiting and placing the employees in the right place, your next step is to train and develop the Human Resources collected recently. Fig 1.4.2: Training Activity Source: pdtraining.com.au 53 It is vital part of every employee and manager. “Training and Development means changing what employees know, how they work, their attitudes toward their work, or their interaction with their co-workers or supervisors. The following are the methods of training: Online Training (E-learning) – Online learning has come a long way since SCORM was the standard. Now, lessons and courses can be more easily created and delivered without having to attend in-person sessions. On-site Training – This is pretty self-explanatory. On-site training generally consists of training that occurs at the headquarters of a company. Or, rather, training representatives travel to different locations to train employees. Types of on-the-job training can vary in accordance to certain roles. For instance, with customer service and sales teams, both may practice role-playing whereas sales representatives are going to work on honing presentation skills and customer service reps may focus on phone communication. Off-the-job training methods can take forms of quizzing, performance reviews, and online learning courses. Online learning usually plays a part in on-site training. On-boarding Training – On-boarding training takes place when employees are hired. On-boarding training can be the most intense time period for learning in a company. Employee role information has to be learned as well as cultural information like company values and beliefs. This can be a lot of information to learn, and frankly, assuming that an employee can retain all information before performing in a role is unrealistic. This is where on-going training plays in. Ongoing Training – What does continuous training improve? Ongoing training, or continuous training, reinforces information. This type of training is necessary within the first year of an employee’s role. Furthermore, it helps new and established employees remain on the same page. If processes or standards change, then a training session can be held to update all employees. 54 In-text Question 1 What is recruitment? Answer Recruitment can be defined as searching for and obtaining a pool of potential candidates with the desired knowledge, skills and experience to allow an organisation to select the most appropriate people to fill job vacancies against defined position descriptions and specifications. 2.3 Retention Activity We have documented data that, employees leave organisations for many reasons; oftentimes these reasons are unknown to their employers. You as an employer, need to listen to employees’ needs and implement retention strategies to make employees feel valued and engaged in order to keep them. These retention methods can have a significant and positive impact on an organisation’s turnover rate. Here we’ll take a look at some of these strategies. The following are some of the methods of retaining employees in the organization: Fig 1.4.3: Retention Activity Source: professionalsales.co.nz Show appreciation via compensation and benefits.You should offer things like competitive salaries, profit sharing, bonus programs, pension and health plans, paid time off, and tuition reimbursement sends a powerful message to employees about their importance at the organisation. The rewards given to employees must be meaningful in order to impact their perception of the organisation and therefore have a marked influence on its retention efforts. Encourage referrals and recruit from within. Having current employees offer referrals could help minimise confusion of job expectations. Current employees 55 can realistically describe a position and the environment to the individual he/she is referring. Coaching/feedback. It’s important for your companies to give feedback and coaching to employees so that their efforts stay aligned with the goals of the company and meet expectations. During an employee’s first few weeks on the job, an employer should provide intensive feedback. Lower stress from overworking and create work/life balance. It’s important to match work/life benefits to the needs of employees. This could be in the form of offering non-traditional work schedules (such as a compressed work week, telecommuting, and flextime) or extra holidays. When work-life balance is structured properly, both the employee and employer come out ahead. Use communication to build credibility. No matter what the size of the organisation, communication is central to building and maintaining credibility. 2.4 Performance Evaluation Employee evaluations are a critical component of running nearly any business and having an effective measurement system in place helps you get the most from your staff. Besides this, evaluations help you recognize worker achievements, objectively compare multiple employees and identify areas where improvement is needed. The question is, “How do you select an effective system that fits your company’s specific needs?” To answer this question, let’s go over four popular types of employee performance evaluations and the advantages each offers. The following are the types of employee performance evaluation: 1) Numerical Rating Scale 56 Due to its simplicity, this is one of the most widely used systems and tends to be highly effective. It’s also popular because it allows employers to measure employee performance on a plethora of areas such as teamwork, communication skills and reliability. A numerical rating scale is beneficial because a business can customise the system to rate whatever employee traits or characteristics it deems as important. This commonly involves rating individuals on a (1 to 5) or a (1 to 10) scale with lower numbers being unsatisfactory and higher numbers being satisfactory. In turn, employers can use tangible data to determine if an employee’s performance is poor, average, good or great. 2) Objective-Based This is another simplistic evaluation system and is a clear cut way to track progress. In an objective-based evaluation, an employer and employee will agree upon a specific goal for the employee to meet coupled with a deadline. If the employee meets the objective, then it speaks highly of them and vice versa. This is perhaps the most black and white of all systems and is a practical way to monitor the overall success of employees. 3) 360-Degree Appraisal If you’re looking for comprehensive feedback on an employee’s performance to form in-depth insights, then this is the way to go. A 360-degree appraisal works by gathering feedback from multiple parties such as managers, co-workers, customers and even vendors. The more information you collect, the more accurate the performance review becomes, and the more the picture comes into focus. Although this form of evaluation is somewhat laborious and time- consuming when compared to the first two techniques, many employers prefer it because of the unbiased data they receive and the multi-dimensional vantage point it creates. 4) Critical Incidents This system is defined as “A method of performance appraisal involving identifying and describing specific events (or incidents) where the employee 57 did something really well or something requiring improvement.” For example, you might record an instance of a stressful situation where an employee out- shined and exceeded expectations. On the other hand, you might record a serious mistake an employee made that was detrimental to productivity and created a lot of lingering problems. For a critical incidents evaluation system to be effective, it’s important to keep detailed records and you may want to implement a rating system for increased objectivity. In-text Question 2 What are the types of employee performance evaluation? Answer 1. Numerical Rating 2. Scale, Objective-Based, 3. 360-Degree Appraisal and 4. Critical Incidents 3.0 Study Session Summary and Conclusion This session presented the components of human resources management as follows: recruitment activity, training activity, retention activity and performance evaluation activity. 4.0 Self-Assessment Questions 1. What is recruitment activity? 2. What is training activity? 3. What is retention activity? 4. What is performance evaluation activity? 5.0 Additional Activities (Videos, Animations &Out of Class activities) e.g. a. Visit U-tube addhttps://bit.ly/2IRBBML. Watch the video & summarise in 1 paragraph b. View the animation on add/site https://bit.ly/2JdrUrx and critique it in the discussion forum 58 6.0 References/Further Readings Alex, L. (2015). 4 Types of Employee Performance Evaluations. Retrieved from https://rmi-solutions.com/blog/the-affect-of-new-overtime- regulations/.Accessed on 13/1/2019. Australian Human Resource Institute. (2019). Recruitment and Selection.Retrieved from https://www.ahri.com.au/assist/recruitment- and-selection.Accessed on 12/1/2019. Human Resource Management.(2019 Definition of Training.Retrieved from http://hrmpractice.com/definition-of-training/.Accessed on 12/1/2019. Lessonly.(2019). Types of Training Methods.Retrieved from https://www.lessonly.com/types-of-training-methods/.Accessed on 7/1/2019. Regents of the University of California.(2015). Recruitment & Selection Hiring Process. Retrieved from https://hr.ucr.edu/recruitment/guidelines/process.html. Accessed on 12/1/2019. Yazinski, S. K. (2009). Strategies for Retaining Employees and Minimizing Turnover. Retrieved from https://hr.blr.com/whitepapers/Staffing- Training/Employee-Turnover/Strategies-for-Retaining-Employees- and-Minimizing-. Accessed on 12/1/2019. 59  STUDY MODULE 2 Development Trend of Human Resources Management Theories Contents Study Session 1: Basics of Human Resources Management Theories Study Session 2: Classical Management Theories Study Session 3: Human and Neo-Human Relations Theories Study Session 4: System Theories STUDY SESSION 1 Basics of Human Resources Management Theories Section and Subsection Headings: Introduction 1.0 Learning Outcomes 2.0 Main Content 2.1-Major Objectives of Human Resources Theory 2.2- Classical and Human Relations Theories 2.3-Theories of Motivation 3.0 Study Session Summary and Conclusion 4.0 Self-Assessment Questions 5.0 Additional Activities (Videos &Out of Class activities) 6.0 References/Further Readings Introduction You are welcome to a new study module; study session 1 of this module will explore the concept of basic of human resource management theories. We shall also discuss various aspect of HR theories. Once again welcome. Theories of human resources management are important guidelines in studying human beings in relation to the job assign to them. 60 1.0 Study Session Learning Outcomes After you finished studying this session, you should be able to: 1. Discuss the major objectives of human resources theory 2. Differentiate between classical and human relations theories 3. Describe theories of motivation 2.0 Main Content 2.1 Major Objectives of Human Resources Theory Human resources theory is a general term for the strategies, tactics and objectives used by business owners and managers to administer policies and procedures related to employees. Fig 2.1.1: Major Objectives of Human Resources Theory Source: study.com While the specific HR objectives will vary between organisations depending on their particular needs and composition of the workforce, there are several major, overarching objectives that are generally seen to be important. Cost-Effectiveness You should note that, one of the most important objectives of human resources theory, perhaps one that is often overlooked, is the HR role in managing cost- effectiveness for the organisation. We observe that the finance and accounting function of a business is ultimately responsible for balancing the budget and controlling expenses, HR policies play a large role in managing your business's outgoing costs. When hiring employees, a business should be cognizant that its 61 pay rates are competitive in order to attract skilled workers, but that they are not excessive and therefore end up costing the company more than they should. Part of managing this process is working to minimise staff turnover, because the recruitment and hiring of employees takes valuable time and money away from the business. Your HR function can also measure the cost-effectiveness of employee benefit programs, the availability of training and the efficiency of the time employees take to complete their jobs. All of these areas indirectly impact the company's bottom line. Leveraging Potential Part of your organisation's focus on effectiveness and efficiency can be controlled through the second major objective of human resources theory: leveraging employee potential. HR managers and business owners should work to ensure that employees have an achievable workload. This is about balancing two competing priorities -- making sure that the employee isn't overwhelmed but also making sure that the employee has enough to do so that she isn't wasting company time. As such, HR has to work to not over-stretch the staff and at the same time not under-utilize its most valuable resource: its people. Matching Needs Closely related to leveraging potential is HR's objective of matching the company's needs to the employees' skills and career objectives. We often call this "workforce planning," because the business works to put the right person in the right job at the right time. We found out that this can be challenging in smaller businesses where one person might be asked to take on a number of different roles. However, effective recruitment to match the needs of the organisation can normally work to solve this problem. We often observe that the company needs someone with skills in technology, customer service and accounting, then it must recruit such as person or otherwise be willing to train 62 someone on those diverse areas. Indeed, training programs, both on- and off- site, can help to cover skills gaps and to educate employees on new trends and technologies. Maintaining Good Relationships Your final objective for human resources theory is in maintaining good relationships between the organisation's stakeholders. Your stakeholders are anyone who has a vested interest in the business's success, including the owner, managers, employees and customers. Open and positive communication must be the hallmark of maintaining good working relationships and this depends on timely responses to both successes and failures within the workplace. You as a manager should be sensitive to employee needs and problems and in turn employees should be sensitive to customer wants and needs. All of this has to be balanced with a respect for labour laws and anti-discrimination policies which govern workplace relations. The HR function has an important role to play here as the repository of the legal and social regulations to which stakeholders must adhere. 2.2Classical and Human Relations Theories Classical management theory and human relations theory represent two views of management on the opposite ends of the spectrum. One view focuses on looking at workers solely as a means to get work done, while the other focuses on developing an organisation and the behaviours and motivations of employees. Most managers find that a combination of the two theories serves them best in their businesses. What is Classical Management Theory? Your one classical management theory involves creating multiple levels of workers to improve productivity. Employees at the lowest levels find their tasks overseen by supervisors who, in turn, are overseen by managers. At every level, 63 your employees are expected to perform tasks according to specific procedures designed to maximise productivity. In addition, this theory focuses on an impersonal side of business. Your employees and managers should not allow friendliness and personal interactions to become involved with the organisation. Your rules must be followed exactly, and the hiring and firing of employees must relate only to the skills they possess. Pros and Cons of Classical Management Theory Classical management theory is not used in many organisations because of its shortcomings. While some components of the theory, such as designing procedures for completing a task and keeping personal issues out of business, help an organisation focus on the job at hand, the theory fails to recognise the differences among employees. When your employee feelings and opinions are not taken into account, your business may not grow or may experience high levels of employee turnover as employees fail to develop a relationship with the business and leave in search of a more satisfying job. What is Human Relations Theory? Human relations theory, we also know it as behavioural management theory, this focuses more on the individuals in a workplace than the rules, procedures and processes. Instead of directives coming directly from management, a human relations theory provides communication between employees and managers, allowing them to interact with one another to help make decisions. Instead of giving workers quotas and requiring certain procedures, workers are exposed to motivational and emotional tactics to get them to increase productivity. The focus of this style is creating fulfilled, productive workers and helping workers invest in a company. 64 Pros and Cons of Human Relations Theory Let us look at the sweet and bitter side. We observe that many companies operate based on the human relations theory, this type of management has dangers. Companies risk workers becoming too social or easily swayed by personal emotions and opinions when making decisions, rather than relying on hard data. It may be more difficult to reprimand employees for poor performance or dismiss them once they have become invested in the company. Despite these risks, we get to understand that human relations theory has the potential to increase employee retention rates and productivity. As employees feel more valued by a company, they invest in that company and its greater good. In-text Question 1 What are the two major divisions of human resources management theories? Answer Classical and human relation theories. 2.3Theories of Motivation Motivation theories seek to explain why employees are motivated by and satisfied with one type of work than another. It is essential that mangers have a basic understanding of work motivation because highly motivated employees are more likely to produce a superior quality product or service than employee who lack motivation. At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by EltonFig 2.1.2: Theories of Motivation 65 Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behaviour is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993). Theories of Motivation by various researchers 1. Maslow’s Need Hierarchy 2. Existence Relatedness Growth (ERG) Theory 3. McGregor’s Theory-X and Theory-Y 4. Expectancy Theory 5. Reinforcement Theory 6. Herzberg two factor theory 7. McClelland (Needs for Affiliation, Power, and Achievement) Theory of Motivation 8. Adam’s Equity Theory In-text Question 2 What are the major objectives of human resources theories? Answer Cost-effectiveness, leveraging potential, matching needs and maintaining good relationships 3.0 Study Session Summary and Conclusion This session discussed the major objectives of human resources theory, classical and human relations theories and theories of motivation in order of their arrangement. 4.0 Self-Assessment Questions 1. What are the objectives of human resources theory? 2. How do the classical human resources theories differ with those of human 66  relations? 3. What are the examples of theories of motivation? 5.0 Additional Activities (Videos, Animations &Out of Class activities) e.g. a. Visit U-tube addhttps://bit.ly/2G6ovFU. Watch the video & summarise in 1 paragraph b. View the animation on add/site https://bit.ly/2vQQDsP and critique it in the discussion forum 6.0 References/Further Readings Health Knowledge. (2017). Management Models and Theories Associated with Motivation, Leadership and Change Management, and their Application to Practical Situations and Problems.Retrieved from https://www.healthknowledge.org.uk/public-health- textbook/organisation-management/5c-management-change/basic- management-models.Accessed on 8/1/2019. Human Resource Management Practice.(2019). Theories of Motivation. Retrieved from http://hrmpractice.com/theories-of- motivation/.Accessed on 8/1/2019. Jeremy, B. (2019). What are the Major Objectives of Human Resources Theory?Retrieved from https://smallbusiness.chron.com/major- objectives-human-resources-theory-61815.html.Accessed on 8/1/2019. Omotayo, A. O. and Adeniji, A. (2012). Human Resource Management: Theory and Practice. Retrieved from https://www.researchgate.net/publication/305954894_Human_Resour ce_Management_Theory_and_Practice. Accessed on 16/1/2019. Perry, G. L. (2017). Human Relations Management Theory Basics. Retrieved fromhttps://www.business.com/articles/human-relations-management- theory-basics/. Accessed on 16/1/2019. 67 Stacy, Z. (2018). The Difference between a Classical Management Theory &