what is human resource management. functions of human resource management.scope and importance of human resource management, process of recruitment. forecasting, planning personnel planning and succession planning, attracting, using selection tools,and finally hiring new candidates and all about recruitment process.
2.
The five basic functions of
planning, organizing, staffing, leading, and controlling.
Organizing
Planning
Leading
Controlling
The policies and practices involved in carrying out the
“people” or human resource aspects of a management
position, including
recruiting, screening, training, rewarding, and
appraising.
6. recruitment
grievance resolution
union relations
selection
appraisal
education and
development
salaries, wages
incentive plans
and benefits
forecasting
job analysis
attitude surveys
validation studies
7. People
is the key factor of production.
Productivity is the key to measure a
nation’s economic growth potential, and
labour quality is the key to improving
productivity.
Competition today is the competition for
talents.
Since man is the most uncontrollable and
unpredictable variable of all production
variables, organizational success depends
on the management of people.
8.
9. Organization
needs: Profits,
productivity and markets.
Individual
needs: Maslow's
Need Hierarchy
Physiological
needs, security, belonging, selfrespect and self-actualization.
10.
the measurement of economic growth potential.
Productivity formula: input : output
Productivity of worker is the output per hour.
Productivity of equipment is the output per every dollar
invested.
Productivity of energy is the output per every unit of
energy consumed.
11.
Job placing.
Orienting new employees.
On-job training of employees.
Interpreting company policies
and procedures.
Conducting job appraisals.
Controlling labour costs.
Labour protection and
disciplines.
A line function: directing and
managing people in the HRM
department.
A coordinating function:
coordinating HRM activities
across the organization.
Staff functions:
Same as the HRM functions
plus labour relations and
collective bargaining with the
trade unions
12.
13.
14. Analysing work and designing jobs
(recruiting)
(selection)
training and development
performance management
compensation
employee relations
15. Type of human capital
Judgment
Experience
training
• Intelligence
• Relationship
• insight
Organizational
performance
• Quality
• Profitability
• Customer satisfaction
16.
17. The
process of deciding what positions the firm will have
to fill, and how to fill them.
The process of deciding how to fill the company’s most
important executive jobs.
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
18.
The study of a firm’s past employment needs
over a period of years to predict future needs.
A forecasting technique for determining future
staff needs by using ratios between a causal
factor and the number of employees needed.
Assumes that the relationship between the
causal factor and staffing needs is constant
22. According to Edwin B. Flippo,“
Recruitment is the process of searching the candidates
for employment and stimulating them to apply for jobs in
the organisation
Recruitment
is the activity that links the employers and the job
seekers. A process of finding and attracting capable
applicants for employment
23.
24. Looming
undersupply of workers
Lessening of the trend in outsourcing of jobs
Increasingly fewer “qualified” candidates
The
consistency of the firm’s recruitment efforts with its strategic goals
The available resources, types of jobs to be recruited and choice of
recruiting methods
Non recruitment HR issues and policies
Line and staff coordination and cooperation
28. Recruitment
Planning and approval for staffing
Position announcement
Selection of recruitment strategies
Selection
Selection of „tests”
Screen, interview, and checks (reference and other)
Final selection / Negotiate and hire
Postselection considerations
28
29. Choosing
from a pool of applicants the person or
persons who offer the greatest performance
potential.
Completion
of a formal application form.
Interviewing.
Testing.
Reference checks.
Physical examination.
Final analysis and decision to hire or reject.
36. Effort directed toward
producing or
accomplishing results.
distinct activity for specific
purpose
large segment of work
A grouping of
tasks, duties, and
responsibilities that
constitutes the total work
assignment for an
employee.
one or more duties for 1
person
37.
38. Job Requirements
Recruitment
Determine recruitment qualifications
Selection
Provide job duties and job specifications
for selection process
Performance
Appraisal
Provide performance criteria for
evaluating employees
Training and
Development
Determine training needs and develop
instructional programs
Compensation
Management
Provide basis for determining employee’s
rate of pay
39.
40.
Broadening the scope of a job by
expanding the number of different tasks to
be performed.
Increasing the depth of a job by adding the
responsibility for planning, organizing ,
controlling, and evaluating the job.
The process of shifting a person from job
to job.
a process whereby employees rotate in and
out of different jobs.
41. Identification of the
tasks, duties, and responsibilities of a
job
The knowledge, skills, and abilities an
individual needs to perform a job
satisfactorily.
42.
43.
44. Used
to further screen applicants by
gathering additional job-relevant
information.
Common types of employment tests:
Intelligence
Aptitude
Personality
Interests
47. Extraversion
2) Agreeableness
3) Conscientiousness
4) Emotional stability
5) Openness to
experience
Personality Dimension
Outgoing, talkative, social,
assertive
Trusting, goodnatured, cooperative, softhearted
Dependable, responsible, a
chievementoriented, persistent
Relaxed, secure, unworried
Intellectual, imaginative, c
urious, broad-minded
Characteristics of Person Scoring
Positively on Dimension
48.
49. Exchange sufficient & necessary
information to decide suitability
Social and ritual aspects. Audition.
Group/power vetting
Candidate asserts abilities & presents
experience.
Communicate relevant information about
job/organisation - objective & subjective
Seduce candidate to become an
organisational member
Satisfy candidate - give fair opportunity
Importance of not over-selling
51. Interview
Formats
directive interview
following a set of
sequence of questions
Unstructured
or
Nondirective
Interview
Interview: non directive
ask questions as they
come to mind
Structured
or
Directive
Interview
54. Inquiries
to previous employers, academic
advisors, co-workers and/or acquaintances
regarding applicant’s:
Qualifications.
Experience.
Past work records.
Can better inform potential employer.
Can enhance candidate’s credibility.
55.
56.
57.
58. A set
of activities that provides the opportunity to
acquire and improve job-related skills.
Job rotation
Coaching
Mentoring
Modeling
Management development
59.
60. Base
compensation
Salary or hourly wages
Fringe benefits
Additional non-wage or nonsalary forms of compensation
Flexible benefits
Employees can select a set of
benefits within a certain dollar
amount
61. Formally assessing someone’s work
accomplishments and providing
feedback.
Purposes of performance appraisal:
lets people know where they stand
relative to objectives and standards.
assists in training and continued
personal development of people.