Transcript
Human Resource Management
Managerial function that tries to
match an organization’s needs
to the skills and abilities of its
employees.
Four Basic Functions of HRM
•Recruitment & Selection/Hiring
•Compensation & Benefits
•Training & Development
•Performance Management
Identifying Job Need
Why does the organisation need new staff?
A process of job analysis is needed
to identify the need for new staff
It could be that there is no need and staff
could just be organised better
Analysing the Job
What will the job involve?
Skills analysis – what competenceswill be needed for the job?
Specifying the job – what’s needed to be done?
Describing the job – main activities, training provided, terms, location described.
Specifying the person – qualifications, experience, skills needed
Job Analysis - JA
JA is a systematic investigation of the tasks,duties and responsibilities necessary to do a job.
This stage is where the key documents involvedin recruitment and selection are created:
The job description – JD The person specification - JS
These documents are crucial for working out if you have the ‘right’ candidate.
Uses of Job Analysis
Job Analysis
Training requirements
Job Evaluation
(Wage & Salary
Decisions
(Compensations)
Performance Appraisal
Recruiting & Selection Decisions
Job Description &
Job Specification
Example of Job Description
JOB TITLE:_____ OCCUPATIONAL CODE: ________
REPORTS TO:___ JOB NO. : ___________________
SUPERVISES:___ GRADE LEVEL: _______________
AS ON DATE :_________
FUNCTIONS:
________________________________________________________
______________________________________________
DUTIES AND RESPONSIBILITIES:
________________________________________________________
______________________________________________
JOB CHARACTERISTICS:
________________________________________________________
______________________________________________
Example of Job Specification
JOB TITLE: __________________________
EDUCATION:_________________________
PHYSICAL HEALTH: ________________________________________________________________________________________________________________________
APPEARANCE: ____________________________________________________________
MENTAL ABILITIES: _______________________________________________
SPECIAL ABILITIES: _______________________________________________
PREVIOUS WORK EXPERIENCE: ________________________________________________________________________________________________________________________
SPECIAL KNOWLEDGE & SKILLS:_____________________________________
OTHER : ________________________________________________________
Recruitment
Searching for, and obtaining, potential job
candidates in sufficient numbers and quality,
and at the right cost, for the organization to
select the most appropriate people to fill its
jobs.
How to Recruit
Internal External
Job Postings
Newsletters
Succession
Planning
HRIS
Employee Referrals
Application
Database
Advertising
Employment Agencies Govt. employment exchange
Private agencies
Head-hunters
Colleges and
Universities
Referrals / Word of
Mouth
Job posting sites
Social Media
SELECTION / HIRING
Selection is the process of gathering information
for the purposes of evaluating and deciding who
should be hired, under legal guidelines, for the
short and long term interests of the individual
and the organization.
THE SELECTION PROCESS
Initial screening interview
The Application form
Employment tests
Comprehensive Interview
Background checking
Medical /Physical examination
Final Job Offer
Type of Tests
Mental
Mechanical
Job knowledge
Work sampleObjective
Projective
Situational
Aptitude Achievement Personality
Types of Interviews
Unstructured / Non-directive
Structured / Patterned
Panel
Group
Stress
Behavioural (BDI)
Situational (SI)
Interviews using other media
Orientation Methods
Using an Employee Handbook
Conducting a Tour of Facilities
Involvement of Co-Workers
Follow-ups
Training & Development
Is a function of human resource
management concerned with
organizational activity aimed at bettering
the performance of individuals & groups
in organizational settings.
Training Methods
On-the-job Training
Apprenticeship Training
Simulated Training
Classroom Training
Distance Learning
Computer Based Training
Case Based Method
Business Games
Role Plays
Performance Appraisal
Evaluating an employee’s current and/or
past performance relative to his or her
performance standards.
Performance Management
The process that consolidates goal setting,
performance appraisal & development into a
single, common system, the aim if which is to
ensure that the employees performance is
supporting the company’s strategic aims.
Performance Management, Not
Performance Appraisal
Performance appraisal can be defined as the formal
assessment and rating of individuals by their
managers at usually an annual review meeting.
It should be distinguished from performance
management, which is a much wider, more
comprehensive and more natural process of
management that aims to clarify mutual expectations
and emphasizes the support role of managers, who
are expected to act as coaches rather than judges
and focuses on the future.
The Performance Appraisal Process
Establish performance standards with employees
Mutually set measurable goals
Measure actual goals
What to measure: Work output (quality and quantity), Personal
competencies and/or Goal (objective) achievement
How we measure: rating scales, ranking methods and other techniques
Compare actual performance with standards
Discuss appraisal with employees
If necessary initiate corrective measure
Uses of Performance Appraisals
Human Resource Planning
Recruitment and Selection
Training and Development
Career Planning and Development
Compensations Programs
Internal Employee Relations
Assessment of Employee Potentials
Who Should Do the Appraising?
Self-Rating
Subordinates
360-Degree
Feedback
Potential
Appraisers
Immediate
Supervisor
Peers
Customers
Team members
Appraisal Period
Annual
Six months / Bi-annual
Appraisal can be done once or twice a
year but feedback should be continuous
and intermittent!
Performance Appraisal Methods
1. Rating Scales
2. Critical Incidents
3. Essay
4. Work Standards
5. Ranking
6. 360 degrees
7. MBO
1. Rating Scales
Rates according to defined factors
Job factors and personal factors
Judgments are recorded on a scale
Many employees are evaluated quickly
2. Critical Incidents
Written records of highly favorable and
unfavorable work actions
Appraisal more likely to cover entire
evaluation period
Does not focus on last few weeks or
months
3. Essay
Brief narrative describing performance
Tends to focus on extreme behavior
Depends heavily on evaluator's writing
ability
Comparing essay evaluations might be
difficult
4. Work Standards
Compares performance to predetermined
standard
Standards - normal output of average worker
operating at normal pace
Time study and work sampling used
Workers need to know how standards were
set
5. Ranking
All employees from group ranked in
order of overall performance
Paired comparison is a variation
Comparison is based on single criterion,
such as overall performance
6. 360-Degree Evaluation
Multi-rater evaluation
Input from multiple levels with firm and
external sources
Focuses on skills needed across
organizational boundaries
More objective measure of performance
Not easy to manage
360o
feedback
7. Management by Objectives (MBO)
Involves setting specific measurable goals with
each employee and then periodically reviewing
the progress made.
1. Set the organization’s goals.
2. Set departmental goals.
3. Discuss departmental goals.
4. Define expected results (set individual goals).
5. Performance reviews.
6. Provide feedback.
Problems in Performance Appraisals
Lack of objectivity
Bias
Leniency/Strictness
Central Tendency
Recent Behavior Bias
Personal Bias (stereotyping)
Manipulating the evaluation
Total Reward
Total Reward includes all types of reward – non-financial as well as financial, indirect as well as direct, intrinsic as well as extrinsic.
These embrace everything that people value in the employment relationship and are developed and implemented as an integrated and coherent whole.
Total Rewards
All of the tools available to the employer that may be used to attract, motivate and retain employees. Total rewards include everything the employee perceives to be of value resulting from the employment relationship.
There are five elements of total rewards:1. Compensation
2. Benefits
3. Work-Life
4. Performance and Recognition
5. Development and Career Opportunities
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