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Human Resource ManagementThe integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective wayThe process of attracting, developing and maintaining a talented and energetic workforce to support organisational mission, objectives and strategies.
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Human as Resource
L C Megginson- HR can be thought of as
“ the total of knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the value, attitudes and beliefs of the individuals involved”
Its resource not a liability of the concern need to be explored, not to be exploited.
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Financialsubsystem
Technologysubsystem
Marketing sub system
Production & Material
subsystem
HR sub-system
Organisation system
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Nature of Human Resource ManagementHuman Resource (HR) Management
The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goals.
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Strategic Human Resource Management
HR planningRecruitmentSelectionOrganizational and work designTraining and developmentPerformance reviewCompensationLabour relations
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Human Resources as a Core Competency Strategic Human Resources Management
Organizational use of employees to gain or keep a competitive advantage against competitors.
Core CompetencyA unique capability in the organization that
creates high value and that differentiates the organization from its competition.
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Possible HR Areas for Core Competencies
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HR StrategiesThe means used to anticipate and manage the supply of and
demand for human resources. Provide overall direction for the way in which HR activities will be
developed and managed.
Overall Overall Strategic PlanStrategic Plan
Human Resources Human Resources Strategic PlanStrategic Plan
HR ActivitiesHR Activities
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Human Resources Management
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Factors That Determine HR Plans
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Human Resource Planning Human Resource (HR) Planning
The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.
HR Planning ResponsibilitiesTop HR executive and subordinates gather information
from other managers to use in the development of HR projections for top management to use in strategic planning and setting organizational goals
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HR Planning Process
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Internal Assessment of the Organizational Workforce
Organizational Capabilities InventoryHRIS databases—sources of information about
employees’ knowledge, skills, and abilities (KSAs)Components of an organizational capabilities
inventory Workforce and individual demographics Individual employee career progression Individual job performance data
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Forecasting HR Supply and Demand
ForecastingThe use of information from the past and present to
identify expected future conditions. Forecasting Methods
Judgmental Estimates—asking managers’ opinions, top-down or bottom-up Rules of thumb—using general guidelines Delphi technique—asking a group of experts Nominal groups—reaching a group consensus in open
discussion
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Forecasting Methods
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Forecasting HR Supply and Demand Forecasting the Demand for Human Resources
Organization-wide estimate for total demand Unit breakdown for specific skill needs by number and type of
employee Develop decision rules (“fill rates”) for positions to be filled internally
and externally. Develop additional decision rules for positions impacted by the chain
effects of internal promotions and transfers.
Forecasting the Supply for Human Resources External Supply Internal Supply
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Recruitment
The process by which a job vacancy is identified and potential employees are notified.
The nature of the recruitment process is regulated and subject to employment law.
Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.
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RecruitmentSources
Present permanent employees
Consultants
Data Bank
employment employment exchangeexchange
Prof. associations
Advertisements
Campus Campus recruitmentrecruitment
Present temporary employees
Retired employees
Dependents of deceased , disabled employees
Casual applicants
Trade Unions
External
Internal
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Recruitment techniques Promotion Transfer Scouting Advertising Walk-in Consult-in Head hunting Body shopping Business alliance Tele recruitment
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Selection- a negative process
Prediction exercise Thus, Not Perfect
Decision-making exercise Purpose is to hire the
person(s) best able to meet the needs of the organization
Tied Back to Strategy
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Selection
The process of assessing candidates and appointing a post holder
Applicants short listed – most suitable candidates selected
Selection process – varies according to organisation:
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Steps in scientific selection processDevelopment bases for selectionApplication/CVWritten examPrelim interviewBusiness games/GDTestsCore/Final interviewMedical exam & reference checksLine manager’s decisionEmployment
Aptitude testsAchievement testsSituational tests
Interest tests
Personality tests
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Selection
Interview – most common method Psychometric testing – assessing the personality
of the applicants – will they fit in? Aptitude testing – assessing the skills
of applicants In-tray exercise – activity based around what the
applicant will be doing, e.g. writing a letter to a disgruntled customer
Presentation – looking for different skills as well as the ideas of the candidate
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Common Types of Interviews
Non-directive Most Latitude Questions are open ended This can get you into trouble
Behavioural Description As about a situation you have experienced.
Structured Panel Situational
Why is a Situational Analysis Good.
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Reference Checks
Potential employer seeks to verify information
Important to have well-constructed questions
Can you Outsource This? How far can you dig?
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The Effectiveness of Interviews
Prior knowledge about an applicant Attitude of the interviewer The order of the interview Negative information The first five minutes The content of the interview The validity of the interview Structured versus unstructured interviews
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Your Hired
Now What? Most Important Stage
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Familiarization to Organization and its Values
Improved Success On the Job
Minimizes Turnover
Orientation/Induction
Process to introduce new employees to organization
Familiarize new employee to job and work unit
Help employee to understand values, beliefs, and acceptable behaviours
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Training and Development
Learning experience that seeks relatively permanent change
Involves changing skills, knowledge, attitudes or behaviours
Training tends to be done for current job Develop usually means acquiring skills for
future work
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Employee Training
What deficiencies, if any,does job holder have in terms of skills, knowledge, abilities, and behaviours?
What behaviours are necessary?
Is there a need fortraining?
What arethe strategicgoals of theorganization?
What tasks mustbe completedto achievegoals?
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Training methods
ON THE JOB OFF THE JOB
•Job rotation
•Coaching
•Job Instruction training
•Committee assignments
•Multiple management
•Vestibule training
•Role playing
•Lecture methods
•Conference
•Programmed instruction
•Simulation
•Sensitivity training
•In-basket method
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Performance Management
Integration of management practices that includes a formal review of employee performance How often should this take place?
Includes establishing performance standards and reviewing the performance
Means to ensure organizational goals are being met
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Multi-personGraphic
Rating Scales
CriticalIncidents
WrittenEssay
BARS
Performance Review Methods
360-DegreeReview
MBO
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If Performance Falls Short
Train Discipline Coach Out the Door
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Compensation Management
Process of determining cost-effective pay structure
Designed to attract and retain
Provide an incentive to work hard
Structured to ensure that pay levels are perceived as fair
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Factors That Influence Compensation
Unionization
Level ofCompensation
and Benefits
Employee’stenure and
performance
Kind of jobperformedSize of
company
Managementphilosophy
Kind ofbusinessGeographical
location
Labour- orcapital-intensive
Companyprofitability
Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 274. Copyright © 2003. Reprinted by permission
of Pearson Education Canada Inc.
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Health and Safety
Employers are responsible for ensuring a healthy and safe work environment
Employees are required for follow instructions and any legal requirements
Workplace violence is a growing concern
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Labour Relations
Relationship between union and employer Union functions as the voice of employees Collective bargaining is a process to negotiate
terms and conditions of employment Bargaining produces a written document called a
collective agreement