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Human Resource Management

Defining HRM
The function performed by the
organization that facilitates most
effective use of people to achieve
organisational and individual goals.

It is the part of the organization that


is concerned with the people
dimension.
The Importance Of HRM
Personal development of each
employee.

Attractive work enviroment.

Improve morale and productivity.


The Functions of HR Management
Staffing

Training and development

Motivation

Maintenance
Staffing
SHRP Strategic human resource
planning
The process of linking human
resource planning efforts to
companys strategic direction.
Strategic human resource planning
Staffing
Recruitment:
Is the discovering of potential
applicants for actual or anticipated
organizational vacancies.

2 Goals of recruiting:
Provide enough information about the job.
Generate large pool of applicants.
Staffing
Selection:
2 Goals to be achieved:
1. Thin out large no. of applications.
2. Selecting the successful one in the
required job.
Training and development
Orientation
Employee training
Employee development
Career development
Employee orientation
The purpose of adapting new
employees to the organization.

HR Responsibilities include:
1. Communicating work hours
2. Company benefits
3. Overtime requirements
4. Payment methods
Employee training and
development
Employee training: Present oriented
training focusing on individual current
jobs.
Employee development: Future
oriented training focusing on personal
growth of the employee.
The training cost should be justifiable.
Career development
Career development: a process
designed to assist workers in
managing their careers.
HR responsibilities include:
1. Career counselling
2. Career development workshops
3. Periodic job changes
4. Continuing Education and training
Motivation

Performance appraisals
Rewards and compensations
Employee benefits
Employee performance evaluation
Performance appraisal: a process
where each employee is evaluated to
measure their performance.
The appraisal process:
1. Establishment of standards
2. Communicating them to employees
3. Measurement of performance
4. Appraisal discussion with employee
5. Taking corrective action
Rewards and compensation
Intrinsic Rewards: Rewards one
receives from the job itself.
Extrinsic rewards: Financial rewards
one gets from the employer.
Performance based rewards: Rewards by
the use of commissions, piece work pay,
incentive system.
Membership rewards: Rewards that go to
all employees regardless of performance.
Employee benefits
HR is responsible for informing the
employees of the benefits they gain
from working in that organization.
Most benefit packages are either
flexible or modular.
Maintenance
Safety and health
Communication
Employee relations
The HRM skills required
Management practices
Selection and placement
Training and development
Employee and labour relations
Health safety and security
Management practices

HRM practitioners must have a general


understanding of the management field
especially theories related to the
organizations activities.
Selection and placement

HRM practitioners must have a


general understanding of how jobs
are filled, the various methods of
recruiting candidates, and the
selection process.
Training and development
For employees to be successful in an
organization, they must be trained and
developed in the latest technologies
and skills relevant to their current and
future jobs.
This require the HRM department an
understanding of adult learning
methodologies, relating training efforts
to organizational goals and evaluating
those efforts.
Employee and labour relations

HRM practitioners must have an


understanding of what makes
employees function.
Employees need to be kept informed
and have the right to raise
suggestions or complaints.
Health safety and security

Employees must feel safe physically


and emotionally in the work place.

Machines must be in place to provide a


safe work environment for the workers.

Programs must help employees solve


the problems facing their happiness.
The External influences
Government legislation
Labour unions
Globalisation
Management practices
External influences

Factors out side the organization that


directly affects HRM operations.
Government legislation

Laws issued by the government supporting the


employees rights and controlling the
employers actions.
Prohibits discrimination based on race.
Protects workers from workplace hazards.
Protects employees retirement funds.
Equal salaries payment for equal jobs.
The right to have an unpaid leave for
personal reasons.
Labour unions

Certified third party that acts on


behalf of the employees to secure
wages, hours and rights.
Grievance procedure: process for
resolving of differences between
workers and management.
Ex: employers cant fire employees
without a justifiable reason.
Globalisation

With the increase of today's


competitions formed by globalization,
the HRM practitioners must know how
to motivate and provide the best
working atmosphere for the
employees to grant better production
to face the competitors and maintain
the international product standards
and quality (ISO)
Management practices

Most of today's HRM practices are


based on early theories of
management that has been applied
and modified to the modern
organizations.
Forerunners of the HRM:
Fredrick Taylor
Hugo Munster berg
Mary Parker Follet
Elton Mayo
Fredrick Taylor

Scientific management theory:

First model for human resource


management.
Developed a set of principles to
enhance worker productivity.
Systematically studying each job and
detailing methods to maximize
productivity.
Hugo Munster berg

Suggested methods to improve means


of employment, testing, training,
performing enhancement and
evaluation.
He believed that the key to work place
efficiency was matching job and worker
and that successful matches generated
satisfied employees, quality work and
high productivity.
Mary Parker Follet

Follett advocated the principle of


integration, "power sharing.
Developed theories in teamwork
concepts and group cohesiveness.
Her ideas on negotiation power and
employee participation were
influential in the development of
organizational studies.
Elton Mayo

Hawthrone studies:

Series of studies that provided insights into group


behavior. (human relations movement)

He concluded that people's work performance is


dependent on both social issues and job content

In formal working groups increased worker's performance.

He suggested a tension between workers' 'logic of


sentiment' and managers' 'logic of cost and efficiency'
which could lead to conflict within organizations.
The Alton Bridge
HRM played a major rule in helping
accomplishing the Alton bridge on
time
HRM was responsible for:
Recruitment.
Safety maintenance.
Job distributions among different
interrelated projects.
.The Alton Bridge ctd
Crashing the activities.

Job scheduling.

Maintain the relations between the


workers to create a stress free
atmosphere.
Workers Trainings and development.
References
De Cenzo, Robbins. Human Resource Management.
Fifth edition. Wiley inc. 1996.

Nkomo, Fottler, McAfee.Applications In Human


Resource Management. Second Edition.PWS-Kent
Publishing Company, Boston. 1992.

P.B.Beaumont. Human Resource Management. Sage


Publications. 1993.

Marc g. Singer. Human Resource Management. PWS


Publication Company, Boston. 1990.
Questions

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