Jallen Samantha C. Agnas

The policies and practices one needs to carry out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising and what a manager should know about his/her employees.

Avoiding personnel mistakes

Getting results through people

1. A line function Line authority- authorities exerted by

a personnel manager by directing the activities of the people in his/her own department and in service areas.

Implied authority- authority exerted by a personnel manager by virtue of other’s knowledge that he/she has access to top management (in areas like testing and affirmative action).

2. A coordinative function Functional control- the authority

exerted by an HR manager as coordinator of personnel activities.

3. Staff functions HR provides various staff services to

line management.

Employee advocacy HR must take responsibility for

clearly defining how management should be treating employees, make sure employees have the mechanisms required to contest unfair practices, and represent the interest of employees within the framework of its primary obligation to senior management.

It is consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization.

Analyzing the current manpower inventory

Making future manpower forecasts Developing employment programs Design training programs

Key to managerial functions- Human resources help in the implementation of all the managerial activities.

Efficient utilization- Setting of large scale enterprises require management of large scale manpower.

Motivation- , i.e., incentive plans to be framed for further participation and employment of employees in a concern.

Better human relations- Staffing function also looks after training and development of the work force which leads to co-operation and better human relations.

Higher productivity- Productivity level increases when resources are utilized in best possible manner.

Recruitment- process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization.

Selection- consists of the processes involved in choosing from applicants a suitable candidate to fill a post/particular position.

Understaffing loses the business economies of scale and specialization, orders, customers and profits.

Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc.

A. Personnel Recruitment- means/process by which companies attract job applicants.

B. Personnel Screening- process of reviewing information about job applicants to choose workers.

C. Personnel Selection- process of choosing applicants for employment

INTERNAL RECRUITMENTVS.

EXTERNAL RECRUITMENT

ADVANTAGES OF INTERNAL RECRUITMENT

DISADVANTAGES OF INTERNALRECRUITMENT

Considerable savings can be made.

The organization is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organization.

Internal promotion acts as an incentive to all staff to work harder within the organization.

From the firm's point of view, the strengths and weaknesses of an insider will have been assessed.

You will have to replace the person who has been promoted.

An insider may be less likely to make the essential criticisms required to get the company working more effectively.

Promotion of one person in a company may upset someone else.

ADVANTAGES OF EXTERNAL RECRUITMENT

DISADVANTAGES OF EXTERNAL RECRUITMENT

It is possible to draw upon a wider range of talent

It provides the opportunity to bring new experience and ideas in to the business.

It is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation

Job analysis- process of examining jobs in order to identify the key requirements of each job.

Important questions need to be explored:a. the title of the jobb. to whom the employee is responsiblec. for whom the employee is responsibled. a simple description of the role and duties of the employee within the organization.

Choose employees either from the ranks of your existing staff or from the recruitment of new staff.

Set out the training requirements of a particular job. Provide information which will help in decision making about

the type of equipment and materials to be employed with the job.tasks.

Identify and profile the experiences of employees in their work tasks.

Identify areas of risk and danger at work. Help in setting rates of pay for job.

Job description- sets out how a particular employee will fit into the organization.

It will therefore need to set out:a. the title of the jobb. to whom the employee is responsiblec. for whom the employee is responsibled. a simple description of the role and duties of the employee within the organization..

Job specification- highlights the mental and physical attributes required of the job holder.

Example: a job specification for a trainee manager in a retail store

Managers at all levels would be expected to show responsibility. The company is looking for people who are tough and talented. They should have a flair for business, know how to sell, and to work in a team.'

An effective selection procedure will therefore take into consideration the following:

keeping the costs of selection down making sure that the skills and qualities

being sought have been identified developing a process for identifying them in

candidates making sure that the candidates selected

will want the job, and will stay with the company

 Education- “mind preparation” and is carried out distant from the actual work area

Training- the systematic development of the attitude, knowledge, skill pattern required by a person to perform a given task or job adequately.

 Development- the growth of the individual in terms of ability, understanding and awareness

On the job - learning skills through experience at work

Off the job - learning through attending courses.

Develop workers to undertake higher-grade tasks

Provide the conventional training of new and young workers

Raise efficiency and standards of performance Meet legislative requirements (e.g. health and

safety) Inform people (induction training, pre-

retirement courses, etc.)

Performance Evaluation- formal procedure used to assess the multidimensional job performance of the employees

Issues in evaluation: a. evaluations can be subjective or

objective b. halo effect- tendency to rate a person as

too high or too low based on one outstanding trait

To improve organizational performance by improving the performance of individual contributors.

To identify potential.

To provide an equitable method of linking payment to performance where there are no numerical criteria.

Performance appraisal- a review and discussion of an employee's performance of assigned duties and responsibilities.

The appraisal measures skills and accomplishments with reasonable accuracy and uniformity.

It provides a way to help identify areas for performance enhancement and to help promote professional growth.

360 degrees appraisal- employees are being rated by their supervisor and vice versa

Results of Performance Appraisal a. positive results b. negative results

POSITIVE RESULTS

Increased in motivation to perform effectively.

Gain new insight into the person being appraised and vice versa.

Job of the person being appraised may be clarified and better defined.

NEGATIVE RESULTS

Quitting False and misleading data Damaged self-esteem Waste of time People’s relationship may

be worsened permanently.

POSITIVE RESULT

Better understanding of themselves and kind of activities that are of value.

Rewards: pay and promotion can be distributed on a fair, credible basis.

NEGATIVE RESULT

Low/decreased performance motivation.

Waste of money on forms, training, and a host of training activities.

Health at the individual employee level is not just the absence of illness but also includes positive health or optimal functioning

Health at the organizational level now includes human resource factors such as turnover rates, the number of grievances, and the overall morale of employees of the organization

Job stress- the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker.

Role ambiguity - lack of clarity and specificity about one’s occupational role responsibilities

Role conflict - the presence of competing or incompatible role demands

Role overload - having too much work to do, too little time to do that work, and/or not having the resources to complete the work required

Ensure that the workload is in line with workers' capabilities and resources.

Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.

Clearly define workers' roles and responsibilities. Give workers opportunities to participate in decisions and actions

affecting their jobs. Improve communications-reduce uncertainty about career development

and future employment prospects. Provide opportunities for social interaction among workers. Establish work schedules that are compatible with demands and

responsibilities outside the job.

ADVANTAGE DISADVANTAGE

It rapidly reduce stress symptoms such as anxiety and sleep disturbances.

Inexpensive and easy to implement.

The beneficial effects on stress symptoms are often short-lived.

They often ignore important root causes of stress because they focus on the worker and not the environment.

Workplace violence- any act in which a person is abused, threatened, intimidated or assaulted in his or her employment.

With the expansion of service-producing businesses, we have seen an increase in the number of deaths in the retail and transportation industries

Workplace violence includes:

threatening behaviour - such as shaking fists, destroying property or throwing objects.

verbal or written threats - any expression of an intent to inflict harm.

harassment - any behavior that demeans, embarrasses, humiliates, annoys, alarms or verbally abuses a person and that is known or would be expected to be unwelcome.

verbal abuse - swearing, insults or condescending language.

physical attacks - hitting, shoving, pushing or kicking.

Sexual harassment- is “unwelcome verbal, visual, or physical conduct of a sexual nature that is severe or pervasive and affects working conditions or creates a hostile work environment.”

Sexual harassment may lead to psychological distress and overall health issues

Discrimination is associated with negative mental health outcomes

Diversity can increase stress and make communication with coworkers more difficult

Organizational health and safety interventions can be classified into two general categories:

Initiatives that reduce and prevent strain and injury from occurring in the first place

Initiatives that help to rehabilitate individuals who have already experienced strain and injury

COMPENSATIONFinancial incentives may promote safe

behaviors as long as the incentive programs are aligned with other organizational systems

EMPLOYEE INVOLVEMENT & JOB ENRICHMENT

Organizations can involve their employees in the development and implementation of policies and practices related to occupational health and safety

DIVERSITY TRAININGDiversity training can be integrated

with other, more general training initiatives such as team building, mentoring programs, and management training

WORK-LIFE BALANCE INITIATIVES Flexible work hours and childcare

assistance Flexible leave options

Ways to target and prevent injuries:

Eliminate hazards entirely by redesigning jobs such that exposure to hazards is no longer necessary

Block access to hazards that the organization cannot eliminate

Training employees to recognize hazards and avoid them

Programs aimed at helping employees that are experiencing a range of personal concerns such as stress, family difficulties, substance abuse, financial troubles, and legal problems

Health promotion programs are aimed at increasing positive health behaviors such as exercise and relaxation techniques, while decreasing negative health behaviors such as smoking or unhealthy diets

Conduct Health and Safety Audits Incorporate Health and Safety into

Performance Appraisals Incorporate Health and Safety into

Compensation Systems Integrate the Health and Safety Functions

Within the Organization Monitor the External Environment for Health

and Safety Issues Promote the Importance of Health and Safety