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ASSIGNMENTON
HUMAN RESOURCEMANAGEMENT
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Concept of HRM
The term ‘human resources’ may be
defined as the total knowledge, skills,creative abilities, talents and aptitudes
of an organizations workforce, as well
as the values , attitudes, approaches
and beliefs of the individuals involvedin the affairs of the organization.
The term ‘human resources’ may be
defined as the total knowledge, skills,
creative abilities, talents and aptitudes
of an organizations workforce, as well
as the values , attitudes, approaches
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and beliefs of the individuals involved
in the affairs of the organization.
Objectives of HRM
1. right procurement
2. Right training
3. Effective utilization of human
resources
4. Ensure development
5. T0 identify and satisfy the needs
6. To ensure respect for human
beings7. To ensure integration of goals
8. To maintain high morale
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DIFFERENCES BETWEEN HRM
AND PERSONAL MGT
i ) Nature of relations: The nature of
relations can be seen through two
different perspective views which are
Pluralist and Unitary. There is a clear
distinct difference between both
because in personnel management, the
focus is more on individualistic where
individual interest is more than group
interest.
ii) Leadership and management
role: Personnel management
emphasizes much on leadership stylewhich is very transactional. This style
of leadership merely sees the leader as a
task-oriented person. This leader
focuses more on procedures that must
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be followed, punishment form non-
performance and non-compliance of
rules and regulations and put figuresand task accomplishments ahead of
human factors such as personal
bonding, interpersonal relationship,
trust, understanding, tolerance and care.
HRM creates leaders who are
transformational. This leadership style
encourages business objectives to be
shared by both employees and
management. Here, leaders only focusmore on people-oriented and
importance on rules, procedures and
regulations are eliminated and replaced
with:
Shared vision;
Corporate culture and missions;
Trust and flexibility; and
HRM needs that integrates business
needs.
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iii) Contract of employment: In
personnel management, employees
contract of employment is clearlywritten and employees must observe
strictly the agreed employment
contract. The contract is so rigid that
there is no room for changes and
modifications. There is no compromise
in written contracts that stipulates
rules, regulations, job and obligations.
HRM, on the other hand, does not focus
on one-time life-long contract whereworking hours and other terms and
conditions of employment are seen as
less rigid. Here, it goes beyond the
normal contract that takes place
between organizations and employees.The new "flexible approach"
encourages employees to choose
various ways to keep contributing their
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skills and knowledge to the
organization.
HRM, with its new approach, hascreated flexi-working hours, work from
home policies and not forgetting the
creation on "open contract" system that
is currently practiced by some
multinational companies such as
Motorola, Siemens and GEC.
HRM today gives employees the
opportunity and freedom to select any
type of working system that can suitthem and at the same time benefit the
organization as well. Drucker (1996)
calls this approach a "win-win"
approach.
iv) Pay policies and job design: Pay
policies in personnel management is
merely based on skills and knowledge
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required for the perspective jobs only.
The value is based on the ability to
perform the task and duties as per theemployment contract requirement only.
It does not encourage value-added
incentives to be paid out. This is also
because the job design is very
functional, where the functions are
more departmentalized in which each
job falls into one functional department.
This is merely known as division on
labour based on job needs and skillpossessions and requirement.
HRM DEFINITION
It is planning, organizing, directing and
controlling of procurement,development, compensation,
integration, maintenance and separation
of human resources to the end that
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individual, organizational and social
objectives are accomplished .
PERSONEL MGT DEFINITION
According to Edwin Flipper,
"Personnel Management is the
planning, organizing, directing andcontrolling of the procurement,
development, compensation, integration
and maintenance of people for the
purpose of contributing toorganizational, individual and social
goals".
RECRUITMENT
Recruitment refers to the processof attracting, screening, andselecting a qualified person fora job. All companies in any industry
can benefit from contingency or
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retain professional recruiters oroutsourcing the process
to recruitment agencies.The recruitment industry has fourbasic types of firms. 1). Employmentagencies deal with clerical, trades,
temporary and temporary to hireemployment opportunities. 2).Recruitment websites and jobsearch engines used to gather asmany candidates as possible by
advertising a position over a widegeographic area. Although thoughtto be a cost effective alternative, ahuman resource department ordepartment manager will spendtime outside their normal dutiesreading and screening resumes. Aprofessional recruiter has the abilityto read and screen resumes, talk to
potential candidates and deliver a
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selective group in a timely manner.3). "head-hunters" for executive and
professional positions. These firmsare either contingency or retained.Although advertising is used to keepa flow of candidates these firms rely
on networking as their main sourceof candidates. 4). Niche agenciesspecialize in a particular industrialarea of staffing.
RECRUITEMENT SOURCES
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HR PLANNING
Human resource planningThe process of determining
manpower requirements and the
means for meeting those
requirements in order to carry outthe integrated plan of the
organization.
Human resource planning is the
process by which an organisation ensures that it has the right number
and kind of people at the right
place , at the right time ,capable of
effectively and efficiently completing those tasks that will
help the organization achieve its
overall objectives .
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SELECTION
Selection involves a series of steps by which the candidates are
screened for choosing the most
suitable person for vacant posts.
Thus selection process isnegative function because it
attempt to eliminate applicants,
leaving the best to be selected.
Distinction between recruitment and
selection
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Recruitment SelectionPostive Negative
Number is high Number is low
Easy Complex
Create pool of
candidates Eliminateunsuitable persons
SELECTION PROCESS
Receiving Application Form
Preliminary Interview
Screening Application Form
Employment test
Final interviewing
Reference Checks
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Physical Examination (medical
examination)
Job offer
IMPORTANCE OF SELECTION
For Procurement of Qualified
and Skilled Workers
Reduces the labor cost andincreases the production.
Facilitates the expansion in the
size of the business.
Reduce Cost of Training and
Development
Absence of Personnel Problems
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JOB ANAYLISIS
Job analysis is a detailed andsystematic study of jobs to know the
nature and characteristics of people to
be employed for each job .
The uses of job analysis
Human resource planning
Recruitment ,selection and placement
Training and developmentJob evaluation
remuneration
performance appraisal
Employee counselling
Job design
Organisational design
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Safety and health
JOB ANAYLISIS PROCESSStep 1: Identify purpose of
job analysis
You should identify purpose of job
analysis because that will determine
what job analysis method, what data
will be collected….
Step 2: Selecting the
analysts
You can choose analyst from
professional human resource,
line mangers, incumbents orconsultants.
Step 3: Selecting the
appropriate method
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• Select representative positions to
analyze because there may be too many
similar jobs to analyze, and it may not
be necessary to analyze them all.
• Review background information such
as organization charts, process charts,
and job descriptions … of positions
selected .
• Then identify methods of job analysis.
There are many methods in job
analysis, you should pay attention to
advantages and disadvantages of each
method in order to choose suitable one.
• Identify sample size of position.
Step 4: Train the analysts
If you intend to use internal
analysts you have to teach
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them how to use the selected
methods.
Step 5: Preparation of job
analysis
• Communicate the project in
the organization.• Preparing the
documentation, for example:
interview questions,
questionnaires.
Step 6: Collecting data
• Collecting data on job activities,
employee behaviors, working
conditions, and human traits and
abilities needed to perform the job…
• Using one or more of the job analysis
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methods to collect data. Step 7: Review
and verify
Consolidate the results.
You must review all data
collected. This will help you
to confirm that theinformation is factually
correct and complete.
How can review information?
• Review data with his or her immediate
supervisor.
• Review data by technical conference
(is a job analysis method).
• Review data with incumbents by
interview.
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Step 8: Develop a job
description and job
specification
Implement the results into the
company procedures
according to the goal-setting.Develop a job description and job
specification from the job analysis
information. A job description is a
written statement that describes theactivities and responsibilities of the
job, working conditions and safety
and hazards…A job specification
summarizes the personal qualities,traits, skills, and background
required for getting the job done
JOB DESCRIPTION
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A job description is a list that a
person might use for general tasks,
or functions, and responsibilities of
a position. It may often include to
whom the position reports,
specifications such as
the qualifications or skills needed by
the person in the job, or
a salary range. Job descriptions are
usually narrative,[1]
but some may
instead comprise a simple list of
competencies; for
instance, strategic human resource
planning methodologies may be
used to develop a competency
architecture for an organization,
from which job descriptions are built
as a shortlist of competencies.
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JOB SPECIFICATION
A job specification is adocument which states the
minimum acceptable human
qualities necessary to perform
a job properly