HRM 1-2-3

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Saliya De Silva PhDFaculty of Agriculture

University of Peradeniya

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A deliberate arrangement of people to

accomplish some specific purpose

- Examples

-

-Characteristics

2 or more people interacting each other

common objective/s

deliberate structure to connect different activities

a leader to show the direction

a reward system to motivate people

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ORGANIZATION

ORGANIZATION

Inputs

Raw materials

Inputs

Raw materials

Transformation

Transformation

Outputs

Products (goods &

Outputs

Products (goods &

ENVIRONMENT

Capital

Technology

Information

Capital

Technology

Information

anagemenProcess

anagemenProcess

Feedback

Financial results

Information

Human results

Financial results

Information

Human results

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Mary Parker Follett (early 20th Century)

The art of getting things done through people

The attainment of organizational goals in an effective andefficient manner through planning, organizing, leading, andcontrolling organizational resources

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Planning: establishing goals and standards; developing rules

and procedures; developing plans and forecasting

Organizing: giving each subordinate a specific task; establishingdepartments; delegating authority to subordinates; etc.

Staffing: determining what type of people should be hired,recruiting prospective employees; selecting employees; setting

performance; counseling employees; training and developingemployees

Leading: getting others to get the job done; maintaining morale;motivating subordinates

Controlling: setting standards (sales, quality, production);checking to see how actual performance compares with thesestandards; taking corrective action as needed

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PlanningSelect goals and

ways toattain them

ResourcesHuman

Performance

Attain oals

OrganizingAssign responsibilityfor taskaccomplishment

LeadingUse influence tomotivateemployees

ControllingMonitor activitiesand makecorrections

FinancialRaw mat.

Technologyinformation

andobjectives

Efficiency Effectiveness

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Most of you will work as a manager - Management job opportunitiesfor vet. graduates?

Availability: opportunities for management jobs; may not be in fields that you

would expect.

Trend Increase or decline

Where Public, Private or NGO; Large or Small

, ,

SL organizations facing global competition However, presently most of them are facing with low

productivity, low quality and high cost of production thus lowcompetitiveness

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It is people who possess skills, abilities and aptitudesthat offer competitive advantage to a firm

Sustainable Competitive Advantage through people The resources must be of value

The resources must be rare

e resources mus e cu o m a e

The resources must be organized

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HRM is a study about people in organizations how theyare hired, trained, compensated, motivated and

maintained.

HRM a strategic investment rather than simply a costto be minimized

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Activities undertaken to attract, develop, and

maintain an effective workforce within anorganization

"

-All major activities in the working life of a worker fromentry to leave

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All managers are HR managers Employees are assets/principal source of competitive

advantage HRM helps organization to achieve its strategy / goals

Productivity ualit

#

Customer servicethrough

Increase job satisfaction Reduce employee turnover and absenteeism rate Good labour relations All round development of employees

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Company Strategy

Attract an Effective WorkforceHRM planningJob analysis

Environment

Legal-political

Economic

Technological

Socio-cultural

(

RecruitingSelecting

Develop an Effective WorkforceTraining

DevelopmentAppraisal

Maintain an Effective WorkforceWage and salary

BenefitsLabour relations

Terminations

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Attract Conducting job analyses (determining the nature of each employees job) Planning labour needs and recruiting job candidates

Selecting job candidatesDevelop Orienting and training new employees Training and developing, mentoring

, ,

Appraising performanceMaintain Managing wages and salaries (compensating employees) Providing incentives and benefits Motivation Building employee commitment Equal opportunity and affirmative action Employee welfare Employee health and safety

Handling grievances and industrial/labor relations

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Examples:

Hire the right person for the job Maintain low absenteeism and turnover

Have people doing their best

Not to waste time with useless interviews Prevent the company taken to court for unsafe practices,

discrimination, etc.

Provide training to increase efficiency and effectivenessof the department

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Getting right people possessing the required skills,knowledge and attitude to perform their assigned tasksefficiently and effectively.

HR planning systematic process of determining the

organization and deciding on the most appropriate waysof meeting those requirements.

Internal labour supply: Promotions and Transfers

External labour supply

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Recruitment attracting as many candidates as possible frominside and outside the organization.

Within the organization: Low cost, reward for past performance, improve morale and motivate

employees,

Inbreeding of ideas and attitudes

1. HRIS

2. o os ng an ng: pos ng vacancy no ces on u e n oar s, pu ca ons,

handouts, and public address messages

Outside the organization: New ideas; gain secrets from competitors

1. Advertisement

2. Applications and CVs (Resumes)

3. Internet recruiting

4. Employee referrals (recommendations made by current employees)

5. Executive search firms (head hunters)

6. Educational institutions

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3'!

Upgrading the skills, knowledge and abilities ofemployees resulting in the development of theorganization itself.

Socialization introduce the culture of theorganization (Process of transmitting the key

va ues, norms, po c es, an o ec ves o ecompany to new comers to shape their attitudeand behavior)

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3'!

Training a learning process (skills, knowledge, andattitude) that seeks to bring about a permanentimprovement in the ability and behavior of employees sothat they can become better performers (mostly foroperating employees)1. Need Assessment2. Design3. Im lementation: On-the- ob, Off-the- ob, Mana ement Develo ment

4.

Evaluation

Development an educational process which isdirected to increasing the conceptual ability of theemployees, to help them understand and apply

knowledge in the organizational situation. (mostly formanagerial people) Career paths: Lines of advancement in an occupational field

within an organization

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3'!

Performance appraisal!"#

Establish Job Expectations

Informing the employee what isexpected of him or her on the job

1. Formal vs. informal appraisal2. Who are the Raters

What should be evaluated (?

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!" Fundamental truths of HRM. Examples

Individual development: To offer full and equal opportunities to everyemployee to realize his/her full potential

Scientific selection: to select the right person for the right job

Free flow of communication: to keep all channels of communication openand encourage upward, downward, horizontal, formal and informalcommunication

Participation: to associate employee representatives at every level of

(

Fair remuneration: to pay fair and equitable wages and salariescommensurate with jobs

Incentive: to recognize and reward good performance

Dignity of labour: to treat every job holder with dignity and respect

Labour management cooperation: to promote cordial industrial/ labourrelations

Team spirit: to promote cooperation and team sprit among employees

Contribution to national prosperity: to provide a higher purpose of work toall employees and to contribute to national prosperity

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