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HUMAN RESOURCE MANAGEMENTPRINCIPLES OF MANAGEMNTHUMAN RESOURCE
MANAGEMENTHuman resource management (HRM or HR) is a function in
organizations designed to maximize employee performance in service
of their employers strategic objectives.Concerned with how people
are managed within organizations.Responsible for employee
recruitment, training and development, performance appraisal, and
rewarding.STAFFINGFilling and keeping filled, positions in the
organization structure.Identify workforce requirements, inventory
the people available, recruit, select, place, promote, appraise,
plan the career, compensate, train.,Linked to organizing- setting
up of intentional structures of roles and positions.SYSTEMS
APPROACH TO HRMEnterprise plansOrganization plansNumber and kinds
of managers requiredManager inventoryAnalysis of present and future
needs for managersExternal sourcesInternal sourcesRecruitment
Selection Placement Promotion SeparationAppraisal career
strategy
Training and placementLeading and controllingSYSTEMS APPROACH TO
HRMManagers have to be recruited, selected, placed and
promoted.
Factors affecting the number and kinds of managers
requiredManagement inventoryAnalysis of the need for
managers:ExternalInternal
SITUATIONAL
FACTORS:External:EducationalSocio-culturalLegal-politicalEconomicInternal:Personnel
policiesOrganizational climatePromotion from withinTHE EXTERNAL
ENVIRONMENTEqual employment opportunityWomen in managementDiversity
in the workplaceStaffing in the international environmentTHE
INTERNAL ENVIRONMENTPromotion from withinPromotion from within in
large companies
Responsibility for staffing
THE POLICY OF OPEN COMPETITIONPrinciple of open
competition:Vacant positions should be opened to the best qualified
persons available, whether inside or outside the enterprise.
SELECTIONMatching the person with the job.Selection: choosing
from among candidates, from within or outside the organization, the
most suitable person for a position.SYSTEMS APPROACH TO
SELECTIONPosition requirements and job designIndividual
characteristicsManagerial requirements planRecruitment Selection
Placement PromotionExternal environmentInternal
environmentOrientationPOSITION REQUIREMENTS ANDJOB
DESIGNIdentifying job requirementsAppropriate scope of the
jobMeeting managerial skills required by the job designJob
designFor individualsFor work teamsFACTORS INFLUENCING JOB
DESIGNEnterprise objectivesIndividual differencesTechnology
involvedCosts associated with restructuring the jobsOrganization
structureInternal climateSKILLS NEEDED IN
MANAGERSTechnicalHumanConceptualDesign
Analytical and problem solving abilitiesPERSONAL
CHARACTERISTICSNEEDED IN MANAGERSDesire to manageCommunication
skills and empathyIntragroupIntergroupIntegrity and honestyPast
performance as mangerRECRUITMENT OF MANAGERSAttracting candidates
to fill positions in the organization structure
Promotion from within the enterpriseHiring from
outsideSELECTION, PLACEMENT & PROMOTIONSelectionApplicants are
sought to fill a position with specific
requirementsPlacementStrengths and weaknesses of the individual are
evaluated, and a suitable position is found or
designedPromotionMove within the organization to a higher position
that has greater responsibilities and requires more advanced
skillsTHE PETER PRINCIPLEmanagers tend to be promoted to the level
of their incompetence Peter Principle by Laurence J Peter and
Raymond Hall.SELECTION TECHNIQUESInterviewsTestsAssessment
centers:A technique for selecting and promoting managersORIENTING
AND SOCIALIZINGOrienting:The introduction of new employees to the
enterprise- its functions, tasks and people
Socializing:Acquisition of work skills and abilities, adoption
of appropriate role behaviors, and adjustment to the norms and
values of the workgroup
