Human Resource Management Slides PDF

HUMAN RESOURCE FUNCTIONS WEEK NINE 9/5/2024 PREPARED BY DR. JANE N. WERE 1 Human Resource Management  Human Resource Management is the process of acquiring, training, appraising, and compensating employees, and of attending to...

HUMAN RESOURCE FUNCTIONS WEEK NINE 9/5/2024 PREPARED BY DR. JANE N. WERE 1 Human Resource Management  Human Resource Management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns 9/5/2024 PREPARED BY DR. JANE N. WERE 2 Human Resource Functions  Conducting job analyses (determining the nature of each employee’s job)  Planning labor needs and recruiting job candidates  Selecting job candidates  Orienting and training new employees  Managing wages and salaries (compensating employees)  Providing incentives and benefits  Appraising performance  Communicating (interviewing, counseling, disciplining)  Training and developing managers  Building employee commitment 9/5/2024 PREPARED BY DR. JANE N. WERE 3  Human Resource Planning  Human resource planning is defined as the process of analyzing and identifying the need for and availability of human resource so that the organization can meet its objectives.  Human resource planning is an attempt to forecast how many and what kind of employees will be acquired in the future and to what extent this demand is likely to be made. It involves the comparison of an organization’s current human resources with likely future needs and consequently, the establishment of programmes for hiring, training, redeploying and possibly discarding employees. Effective Human resource planning should result in the right people doing the right things in the right places and precisely the right time. 9/5/2024 PREPARED BY DR. JANE N. WERE 4  HR Planning responsibilities  In most organizations that do HR planning, the top HR specialists have most of the responsibilities for this planning. However, other managers must provide data for the HR specialists to analyze. In turn, those managers need to receive data from HR unit. Because top managers are responsible for overall strategic planning, they usually ask HR unit to project the human resource needed to implement overall organizational objectives. 9/5/2024 PREPARED BY DR. JANE N. WERE 5  Aims of Human Resource planning  Attract and retain the number of people required with the appropriate skills, expertise and components;  Anticipate the problems of potential surplus or deficits of people;  Develop a well trained and flexible workforce, thus contributing to the organization’s ability to adapt to uncertain and changing environment;  Reduce dependence on external recruitment when key skills are in short supply by formulating retention, as well as employee development strategies;  Improve the utilization of people by introducing more flexible systems of work  Forecast likelihood of human resource deficits or surpluses and provide corrective mechanisms. 9/5/2024 PREPARED BY DR. JANE N. WERE 6  Importance of Human Resource planning  Can assist organizations to foresee changes and identify trends in staffing resources, and to adopt personnel policies that can help to avoid major problems;  A human resource plan provides the trigger for a personnel management action programme aimed at reconciling differences between demand and supply;  It provide the frame work in which action can be taken to help overcome staffing difficulties facing the organization;  It can provide the a framework for effective management of people;  Effective human resource planning can help anticipate potential future difficulties while there is a choice of action;  Human resource planning is a continuous process that seeks to ensure flexible Resourcing related to internal and external environment influences;  Forward planning should enable the organization to develop effective personnel strategies related to such activities as: recruitment, selection, induction, training, management development and career progression, transfers and redeployment, wage/salary levels, anticipated redundancies and accommodation requirements. 9/5/2024 PREPARED BY DR. JANE N. WERE 7  Recruitment & Selection  Recruitment is the name given to all those activities directed towards attracting potential employees to apply or work in the organization. It is the first link between the organizations need for manpower and external labour market. The key activities in recruitment are usually:  Identify the vacancy  Obtain job description and other relevant job details  Obtain a personnel specification details of the kind of person sought)  Advertising the vacancy (internally and /or externally)  Organizing a short-list of suitable candidates  Arranging a procedure for interviews  Dealing with replies to unsuccessful candidates and sending offer letters to the successful ones. 9/5/2024 PREPARED BY DR. JANE N. WERE 8  Methods of Optimal Recruitment i) Advertising  Newspapers (classified & display)  Technical journals  Direct mail  Radio & television  Outdoor & field trips or field recruiting ii) Employee agencies  Government managed or supported (central and state)  Private, local and nationwide or affiliated research and consultancy firms iii) Colleges, universities, technical institutions & trade schools  Alumni placement office or activities  Technical society meeting and conventions  Society placement organizations iv) Walk-ins v) Extra continental or overseas recruitment vi) Employee referrals vii) Intra-company transfers viii) Write-ins 9/5/2024 PREPARED BY DR. JANE N. WERE 9  Compensation  Compensation is about the design, implementation, maintenance, communication and pay processes/systems which are geared to the improvement organizational performance. Reward is any form of compensation, remuneration, or payment given to a person for contributing his/her effort to an organization. This constitutes the financial reward aspects, which incorporates processes and procedures for tackling market rates, measuring jobs values, designing and maintains pay structures, paying for performance, skill and competence and providing employee benefits. 9/5/2024 PREPARED BY DR. JANE N. WERE 10  Types of Compensation  i) Reward Financial Compensation  Salaries  Wages  Bonuses  ii) Indirect financial compensation:  Medical cover  Insurance  Paid leave 9/5/2024 PREPARED BY DR. JANE N. WERE 11  Training  Training is defined as any learning activity which is directed towards the acquisition of specific knowledge and skills for the purpose of an occupation or task. The focus of training is the job or task Example of training needs are: the need to have efficiency and safety in the operation on particular machines or equipment; the need for an effective sales force; and the need for competent management in the organization. The benefits of training to organization  Maintenance of a sufficient and suitable range of skills amongst employees.  The development of knowledge and skills in the workforce.  The harnessing of work experience and other forms of on-the- job development in a planned way.  Achievement of improved job performance and productivity.  Improved product quality.. 9/5/2024 PREPARED BY DR. JANE N. WERE 12  Human Resource Development  Development can be thought of as growing capabilities that go beyond those required by the current job. It represents efforts to improve employees’ ability to handle a variety of assignment. Development is beneficial to both the organization and the individuals. Employees and managers with appropriate experiences and abilities enhance the ability of an organization to compete and adapt to changing competitive environment. In the development process, the individuals’ careers also gain focus and evolve. At the organizational level of analysis, executive responsible for crafting the broader organizational strategies should establish a system for developing the people who will manage and achieve those identified strategies.  The successful CEO is likely to have employee and managerial succession plan on several levels and in several different succession pathways as part of that development 9/5/2024 PREPARED BY DR. JANE N. WERE 13  Performance Appraisal  Performance appraisal is defined as the evaluation of employees’ job performance and contribution to their organization. Performance feedback is the process through which managers share performance appraisal information with their subordinates, give subordinates an opportunity to reflect on their own performance, and develop, with subordinates, plan for the future. Before performance feedback, performance appraisal must take place. Performance appraisal and feedback contribute to the effective management of human resource in two ways. Performance appraisal gives managers important information on which to base human resource decisions. Decisions about pay raise, bonus, promotions, and job moves all hinge on the accurate appraisal of performance. 9/5/2024 PREPARED BY DR. JANE N. WERE 14  Motivation  Motivation is defined as a process in which people choose between alternative forms of behavior in order to achieve personal goals.  “Motivation is that force that energies behaviour, gives direction to behavior and underlies the tendency to persist”. This definition recognizes that in order to achieve goals, individuals must be sufficiently stimulated and energetic and must be willing to commit their energy for a long period of time to realize their aim.  In psychology, motivation refers to the initiation, direction, intensity and persistence of behavior. 9/5/2024 PREPARED BY DR. JANE N. WERE 15 Basic Characteristic of Motivation  Effort: This aspect of motivation refers to the strength of the persons’ work related behavior or the amount of effort the person exhibits on the job. The effort element is a measure of intensity or drive.  Persistence: This refers to the persistence that individual’s exhibit in applying effort to their work tasks.  Direction: Of equal importance to effort & persistence is the quality of a person’s work and direction of a person’s work related behavior that is do worker’s channel persistence effort in a direction that benefits the organization? Thus motivation means working SMART as well as working hard.  Goals: All motivated behavior has some goal or objective toward which it is directed. Employee goals might include high productivity, good attendance or creative decisions. Employees can also be motivated by goals that are contrary to the objectives of the organization, including absenteeism, sabotage and embezzlement. In these cases, they are channeling their persistence efforts in directions that are dysfunctional for the organization. 9/5/2024 PREPARED BY DR. JANE N. WERE 16  Motivation Theories & Their Applications There are two types of motivation theories.  Content theories focus on the “what”, identifying factors that cause people to put effort into work. Three major content theories are Maslow’s Hierarchy of Needs, Clayton Aldefer, and Herzberg's Motivation – Hygiene Theory  Process theories concerns the “how”, the steps an individual takes in putting forth effort. Examples are i) Expectancy Theory- Vroom, Porter & Lawler ii) Equity Theory - Adams iii) Goal Setting Theory - Locke iv) Attribution theory – Heider, & Kelly 9/5/2024 PREPARED BY DR. JANE N. WERE 17 Abraham Maslow’s “Need Hierarchy Theory Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. These need are as follows:  Psychological needs: These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs satisfied to a degree to maintain life, no other motivating factors can work.  Security or safety needs: These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.  Social needs: Since people are social beings, they need to belong and be accepted by others. People try to satisfy their needs for affection, acceptance and friendship. 9/5/2024 PREPARED BY DR. JANE N. WERE 18  Esteem needs: According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige, status and self- confidence. It includes both internal esteem factors like self- respect, autonomy and achievements and external esteem factors such as status, recognition & attention.  Need for self actualization: Maslow regards this as the highest need in the hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving one’s potential and self-fulfillment. It is to maximize one’s potential and to accomplish something. 9/5/2024 PREPARED BY DR. JANE N. WERE 19  Self Actualization Esteem Needs Social / Love needs Security needs Physiological need 9/5/2024 PREPARED BY DR. JANE N. WERE 20  Maslow’s Theory – Limitation & Criticism  Though Maslow’s hierarchy makes sense intuitively, little evidence supports its strict hierarchy. Actually recently research challenges the order the order that the needs are imposed by Maslow’s pyramid. As an example, in some cultures, social needs are placed more fundamentally than any others.  Additionally, little evidence suggests that people satisfy exclusively one motivating need at a time, other than situations where needs conflict. While scientific support fails to reinforce Maslow’s hierarchy, his theory is very popular, being the introductory motivation theory for many students and managers, worldwide. 9/5/2024 PREPARED BY DR. JANE N. WERE 21 Clayton Alderfer’s ERG Theory This model condenses Maslow’s five levels of needs into only three levels.  Existence needs – are concerned with sustaining human existence and survival and cover physiological and safety needs of a material nature.  Relatedness needs – are concerned with relationships to the social environment and cover love or belonging, affiliation and meaningful interpersonal relationships of a safety or esteem nature.  Growth needs – are concerned with the development of potential and cover self-esteem and actualization. 9/5/2024 PREPARED BY DR. JANE N. WERE 22  Evaluation of Alderfer’s Theory  Unlike Maslow’s theory, the results of Aldefer’s work suggest that the lower-level needs do not have to be satisfied before a higher-level need emerges as a motivating influence.  Therefore if a person’s needs at a particular level are blocked, attention should be focused on the satisfaction of needs at other levels. 9/5/2024 PREPARED BY DR. JANE N. WERE 23  Applying Alderfer’s ERG Theory Needs Description Example of how managers can help people satisfy these needs at work Highest – Level Growth needs The needs for self- By allowing people to needs development and creative and continually improve their productive work. skills and abilities and engage in meaningful work. Relatedness needs The needs to have good By promoting interpersonal interpersonal relations, to relation and by providing share thoughts and& accurate feedback. feelings& to have open two-way communication By promoting enough pay to provide for basic necessities Basic needs for food, water, of life and safe working Lowest- Level Needs Existence needs clothing, shelter, and a secure conditions & safe environment 9/5/2024 PREPARED BY DR. JANE N. WERE 24  Fredrick Herzberg’s Motivation- Hygiene Theory  Fredrick has tried to modify Maslow’s hierarchy theory. His theory is also known as two-factor theory or hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question: “What do people want from their jobs?” he asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction.  Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their non- presence leads to de-motivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact. 9/5/2024 PREPARED BY DR. JANE N. WERE 25  Hygiene or Maintenance Factors Salary Job security Working condition Level and quality of supervision Company policy and administration Interpersonal Relation The Dissatisfiers Motivation & job satisfaction The satisfiers Sense of achievement Recognition Responsibility Nature of the work Personal growth and advancement Motivators or Growth Factors 9/5/2024 PREPARED BY DR. JANE N. WERE 26