KENYA METHODIST UNIVERSITY

Faculty of Arts and Science De art!ent of "usiness Ad!inistration #ourse Title$ Hu!an Resources Mana%e!ent #ourse #ode$ "USS &&' Date due$ (t) No*+&'',
1. Meaning & origin of HRM 2. Acquisition of Human Resources a.) b.) c.) d.) Human Resource Planning Job design Recruitment Selection

3. e!elo"ing Human Resources a)."lanning and de!elo"ment b).training c).management de!elo"ment #. Moti!ation of t$e $uman resources a).%$eories of moti!ation b).remuneration and re&ard c).em"lo'ees in!ol!ement d).leaders$i" e).(obs satisfaction and morale ). Maintaince of $uman resources a).em"lo'ee &elfare b).social securit' c).grie!ance $andling e).trade unions Recommended Readings 1).Mic$ael* A. +2,,-).Human Resource Management "ractice. 2). ..A./ole +2,,2).Human and "ersonnel management 3).An' ot$er rele!ant $r boo0.

#).Jo$n 1. Miner & onald P. /rane +122))* Human Resource Management3 Har"er /ollins Publis$er4s References. 1).5ane 6ale' &Art$ur 7$atel' +1289) "ersonnel management .#t$ :dition. 7est "ublis$ing com"an' .;SA 2).Mic$ael Armstrong +2,,-).Human Resource Management Practice 1, t$e :dition 6ogan "age. 5ondon

Assignment 1). iscuss t$e current issues for $uman resources management and "oint out t$e c$allenges to t$e $uman resources management. +1, mar0s)
Common Human Resource Management Challenges
These are just a few of the people related challenges that Profiles International tools will help you solve: Expensive and Resource Draining Turnover Inadequate team development it and miss hiring practices Poor jo! fit Ineffective managers Poor wor"force development igh a!senteeism #u!standard productivity Poor #ales Effectiveness Poor responses to stress and conflict Poor customer service Poor $pplication %anagement Dishonest employees Poor Employee Engagement Poor Employee %otivation

outsourced or "erformed b' line<managers or ot$er de"artments.

7or0force "lanning Recruitment +sometimes se"arated into attraction and selection) =nduction and >rientation S0ills management %raining and de!elo"ment Personnel administration /om"ensation in &age or salar' %ime management %ra!el management +sometimes assigned to accounting rat$er t$an HRM) Pa'roll +sometimes assigned to accounting rat$er t$an HRM) :m"lo'ee benefits administration Personnel cost "lanning Performance a""raisal conce"t

"asic O*er*ie-s of Hu!an Resource Mana%e!ent

1rief >!er!ie& of Human Resources Management +lin0s are listed belo&) 5in0s to 5ists of Articles and >t$er 5in0s +lin0s are listed belo&)

.ettin% t)e "est E! loyees

Staffing << 7or0force "lanning Staffing << S"ecif'ing Jobs and Roles Staffing << Recruiting Staffing << >utsourcing +$a!ing ser!ices and functions "erformed b' non<em"lo'ees) Staffing << Screening A""licants Staffing << Selecting +Hiring) ?e& :m"lo'ees

/ayin% E! loyees 0and /ro*idin% "enefits1

1enefits and /om"ensation

Trainin% E! loyees
/areer e!elo"ment :m"lo'ee >rientation 5eaders$i" e!elo"ment Management e!elo"ment Personal e!elo"ment Su"er!isoral e!elo"ment %raining and e!elo"ment

Ensurin% #o! liance to Re%ulations

Personnel Polices and Records :m"lo'ee 5a&s* %o"ics and =ssues :t$ics < Practical %ool0it

Ensurin% Safe 2or3 En*iron!ents

i!ersit' Management ealing &it$ rugs in t$e 7or0"lace :m"lo'ee Assistance Programs :rgonomics3 Safe @acilities in t$e 7or0"lace ealing &it$ H=ABA= S in t$e 7or0"lace

Personal 7ellness Pre!enting Aiolence in t$e 7or0"lace :nsuring Safet' in t$e 7or0"lace Su""orting S"iritualit' in t$e 7or0"lace i!ersit' Management

Sustainin% Hi%)4/erfor!in% E! loyees

:m"lo'ee Performance Management .rou" Performance Management =nter"ersonal S0ills Personal Producti!it' Retaining :m"lo'ees

2). escribe t$e "rocess of man"o&er "lanning and !i!idl' discuss t$e "rocess of recruitment. +1, mar0s) %$e main stages are identified belo&.

Recruit!ent Acti*ities =dentif' !acanc' Pre"are (ob descri"tion and "erson s"ecification Ad!ertise Managing t$e res"onse S$ort<listing Aisits References Arrange inter!ie&s

/onduct t$e inter!ie& ecision ma0ing /on!e' t$e decision A""ointment action

/rocess
5edit6 Sourcin%
Sourcing in!ol!es 1) ad!ertising* a common "art of t$e recruiting "rocess* often encom"assing multi"le media* suc$ as t$e =nternet* general ne&s"a"ers* (ob ad ne&s"a"ers* "rofessional "ublications* &indo& ad!ertisements* (ob centers* and cam"us graduate recruitment "rogramsC and 2) recruiting researc$* &$ic$ is t$e "roacti!e identification of rele!ant talent &$o ma' not res"ond to (ob "ostings and ot$er recruitment ad!ertising met$ods done in D1. %$is initial researc$ for so<called "assi!e "ros"ects* also called name<generation* results in a list of "ros"ects &$o can t$en be contacted to solicit interest* obtain a resumeB/A* and be screened +see belo&).

5edit6 Screenin% and selection

Suitabilit' for a (ob is t'"icall' assessed b' loo0ing for s0ills* e.g. communication* t'"ing* and com"uter s0ills. Eualifications ma' be s$o&n t$roug$ rFsumFs* (ob a""lications* inter!ie&s* educational or "rofessional eG"erience* t$e testimon' of references* or in<$ouse testing* suc$ as for soft&are 0no&ledge* t'"ing s0ills* numerac'* and literac'* t$roug$ "s'c$ological tests or em"lo'ment testing. =n some countries* em"lo'ers are legall' mandated to "ro!ide equal o""ortunit' in $iring. 1usiness management soft&are is used b' man' recruitment agencies to automate t$e testing "rocess.

Recruitment process
%$e 8 Ste"s to 7alsall /ouncilHs recruitment "rocess3

1. 2. 3.

#.
).

-.

9. 8.

A !acanc' arises. Sometimes t$is is due to t$e creation of a ne& (ob* on ot$er occasions it ma' be because an eGisting member of staff $as been "romoted or is retiring. %$e (ob descri"tion is u"dated and an em"lo'ee s"ecification is &ritten. %$e (ob descri"tion lists t$e duties of t$e (ob &$ilst t$e em"lo'ee s"ecification gi!es details of t$e eG"erience* s0ills and abilities needed to carr' out t$e (ob. A !acanc' ad!ertisement is &ritten and is circulated !ia 7alsall /ouncilHs &ee0l' bulletin* Job S$o" 7ee0l'. >t$er media can be used including ne&s"a"ers* internet recruitment sites* s"ecialist "ublications and t$e :m"lo'ment Ser!ice. A""lication forms are sent out along &it$ co"ies of t$e (ob descri"tion and em"lo'ee s"ecification and must be returned on or before t$e closing date t$at $as been set. Aie& our a""l'ing for (obs "age for furt$er information. A s$ortlist is com"iled of a""licants &$o are going to be in!ited to attend for inter!ie&. %$is is done b' t$e recruitment "anel &$o com"are eac$ a""lication form &it$ t$e requirements of t$e em"lo'ee s"ecification. @eedbac0 can be "ro!ided +u"on request) to t$ose not s$ortlisted and a""licants $a!e t$e rig$t to com"lain if t$e' feel t$e' $a!e been unfairl' treated. =nter!ie&s are $eld. %$e "anel &ill use t$e same set of questions &it$ eac$ inter!ie&ee. %$e inter!ie& ma' include a selection test. @eedbac0 can be "ro!ided +u"on request) and unsuccessful a""licants $a!e t$e rig$t to com"lain if t$e' feel t$e' $a!e been unfairl' treated. Aie& our inter!ie&s "age for furt$er information. References &ill be requested. %$e successful a""licant for (obs &or0ing in certain areas* including &or0ing &it$ c$ildren or !ulnerable adults* &ill be as0ed to a""l' for a criminal disclosure c$ec0 t$roug$ t$e /riminal Records 1ureau +/R1). A""oint t$e successful candidate and arrange induction training.

A 1ritis$ Arm' etc. recruitment centre in >Gford.

5edit6 On7oardin%
I>nboardingI is a slang term &$ic$ describes t$e introduction "rocess. A &ell<"lanned introduction $el"s ne& em"lo'ees become full' o"erational quic0l' and is often integrated &it$ t$e recruitment "rocess.

Recruitment Process
Recruitment Home & Recruitment Process The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations' Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time' $ general recruitment process is as follows: ( Identifying the vacancy: The recruitment process !egins with the human resource department receiving requisitions for recruitment from any department of the company' These contain:

) Posts ) *um!er ) Duties ) +ualifications required

to to

of !e

!e

filled persons performed

Preparing the jo! description and person specification' ,ocating and developing the sources of required num!er and type of employees -$dvertising etc.' #hort/listing and identifying the prospective employee with required characteristics' $rranging the interviews with the selected candidates' 0onducting the interview and decision ma"ing

1' 2' 3' 4' 5' 6' 7'

Identify vacancy Prepare jo! description and person specification $dvertising the vacancy %anaging the response #hort/listing $rrange interviews 0onducting interview and decision ma"ing

The recruitment process is immediately followed !y the selection process i'e' the final interviews and the decision ma"ing8 conveying the decision and the appointment formalities'

3).Management de!elo"ment is a s'stematic "rocess of training and gro&t$ b' &$ic$ managerial staff gain and su""l' s0ills* 0no&ledge and insig$ts to manage t$e &or0 to t$eir organiJations efficientl' and effecti!el'. =n t$e rig$t of t$is statement* iscuss t$e need for management de!elo"ment and t$e management de!elo"ment conce"ts +1, mar0s).

Mana%e!ent De*elo !ent is best described as t$e "rocess from &$ic$ managers learn and im"ro!e t$eir s0ills not onl' to benefit t$emsel!es but also t$eir em"lo'ing organisations. %$e increasing use of com"uters :ducation eGtends into adult life. 5ifelong learning becomes a necessit' and educational institution and enter"rises must recogniJe t$e s"ecial education needs for adults. %$e "ro"ortion of 0no&ledge &or0ers &ill increase and t$e need for s0ill &or0ers &ill decrease &$ic$ ma' require more training in 0no&ledge* conce"tual and design s0ills. %$e s$ift from manufacturing to ser!ice industr' requires retraining in "re"aration for t$e ne& "ositions. %$e c$oice of educational o""ortunities &ill increase. @or eGam"le man' com"anies are alread' conducting t$eir o&n training "rograms. %$ere ma' be greater coo"eration and interde"endence bet&een t$e "ublic and "ri!ate sector =nternationaliJation &ill continue and managers in different countries must learn to communicate and ada"t to eac$ ot$er. /om"anies need to train &it$ a global "ers"ecti!e. in!estment in !ana%e!ent de*elo !ent can $a!e a direct economic benefit to t$e organisation. 2)at !ana%e!ent de*elo !ent includes3

structured informal learning3 &or0<based met$ods aimed at structuring t$e informal learning &$ic$ &ill al&a's ta0e "lace formal training courses of !arious 0inds3 from !er' s"ecific courses on tec$nical as"ects of (obs to courses on &ider management s0ills education3 &$ic$ mig$t range from courses for +"er$a"s "ros"ecti!e) (unior managers or team leaders

roac)es to Mana%e!ent De*elo !ent

'sfunction anal'sis Mentoring /oac$ing Job rotation Professional de!elo"ment 1usiness 7or0flo& Anal'sis ;"&ard feedbac0 :Gecuti!e education Su"er!isor' training

5edit6 Action 8earnin%

Man' management qualifications no& $a!e an action learning element. Action 5earning recognises t$at indi!iduals learn best from eG"erience* so t$at "rocess is structured. Action 5earning sets allo& indi!iduals to tr' out different a""roac$es to sol!ing issues and "roblems..K#L

5edit6 #oac)in%
Main article: business coaching see also 3Main article: executive coaching
o o o o o o

An effecti!e learning tool =m"act on bottom lineB"roducti!it' =ntangible benefits Aids im"ro!ement of indi!idual "erformance %ac0les under"erformance Aids identification of "ersonal learning needs

5edit6 Mana%e!ent education

>ne of t$e biggest gro&t$ areas in ;6 education since t$e earl' 128,4s $as been t$e gro&t$ of uni!ersit' le!el management education. As &ell as &ee0l' "art time attendance at /ollegeB;ni!ersit' man' students are also underta0ing distance learning. 7$ereas t$ere &ere onl' t&o business sc$ools in t$e earl' 129,4s* t$ere are no& o!er a $undred "ro!iders offering undergraduate* "ostgraduate and "rofessional courses.

#). iscuss in details t$e "rocess of collecti!e bargaining citing t$e requirements for collecti!e and factors t$at in$ibit collecti!e bargaining. +1,mar0s) ?ote3 /larit' of eG"ression is required and use of rele!ant eGam"les is encouraged.

conce"ts