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HUMAN RESOURCES:

These include all the individual employees who

contribute to the operations of an organization,
whether they are employed full-time, part-time, on a
temporary or permanent basis, centrally, in separate
business units or from home.

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 HUMAN RESOURCE MANAGEMENT
This approach to managing people embodies the
following principles:

•People are the most important resources an organization has,

and managing them effectively is the key to organizational

success;

•Human resource policies and procedures need to be closely

linked with, and make a major contribution to the achievement
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of organizational objectives and strategic plans;
•The culture of an organization needs to be one that values
human resources and pervades the organization from top to

bottom, so that all, members of the organization work together

with a shared purposes; all managers are, thus, responsible for

human resource management.

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HUMAN RESOURCE DEVELOPMENT (HRD)

This is concerned with the recruitment and retention of

high quality people, who are best fitted to fulfil the

organization’s objectives, defining and measuring levels of

performance and providing continuous opportunities for

training and development.

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MODERN-DAY APPROACH TO HRM
SEVEN MAJOR RESPONSIBILITIES
Attraction - identifying job requirements
- estimating the people and skills-mix requirements
Selection - choosing the most suitable personnel.
Retention - creating the conditions necessary for rewarding
performance and providing a healthy conducive
work environment.
Development - preserving and improving employees’ knowledge,
skills and abilities and other characteristics.
Motivation - developing the techniques that reflect the needs of
each individual - job satisfaction, behavioral and
structural methods for stimulating performance,
compensation and benefits, etc. 6
Assessment - evaluation of behavior, attitudes and performance
Adjustment - activities intended to maintain compliance with
culture and policies.

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 HUMAN RESOURCE MANAGEMENT –
ACTIVITIES
1. HUMAN RESOURCE PLANNING
2. JOB ANALYSIS
3. RECRUITMENT AND SELECTION
4. ORIENTATION
5. PERFORMANCE MANAGEMENT
6. TRAINING AND DEVELOPMENT
7. JOB EVALUATION

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 1. HUMAN RESOURCE PLANNING

 The systematic and continuing process of

analyzing an organization’s human resource
needs under changing conditions and
developing personnel policies appropriate to
the long term effectiveness of the
organization. It is an integral part of
corporate planning and budgeting
procedures since human resource costs and
forecasts both affect and are affected by
longer-term corporate plans.
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 2. JOB ANALYSIS

 The method and procedure employed to

determine the duties, responsibilities,

working conditions and working

relationships of and between jobs and the

human qualifications of employees is called

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job analysis.
 JOB ANALYSIS
JOB DESCRIPTION JOB SPECIFICATION JOB PERFORMANCE
STANDARDS
A written statement of A denotes the human
the constituent tasks or qualifications required Makes explicit the
duties of a job: for the job: quantity and / or
quality of performance
Job title Education
expected in basic tasks.
Location Experience
Purposes are:
Job Summary Training, Judgment,
Motivation
Duties Initiative, Physical
Effort & Skills Performance
Tasks Evaluation
Communication Skills
Responsibilities Emotional Control,
Characteristics Commitment
Working Conditions
Unusual Sensory
Machines, Tools Demands like hearing,
Sight etc. 11
Hazards
 USES OF JOB ANALYSIS
1. Recruitment and Selection
2. Organization and Cooperation
3. Training and Development
4. Transfer and Promotion
5. Compensation
6. Wage and Salary Surveys
7. Preventing Misunderstanding
Continue12
Improving working conditions and safety
9. Labor Relations
10.Counseling
11.Staff Suitability
12.Career Development
13.Records and Statistics

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 3. RECRUITMENT AND SELECTION
Need:
i. Vacancies due to transfer, promotion,
retirement, termination, permanent
disability or death
ii. Vacancies due to the expansion,
diversification, growth or job re-
specifications.
Continue

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External Influences:
i. Government and Union Restrictions
ii. Labor Market Conditions
iii. Location of the Organization.
Internal Influences:
i. Organizational Policies and Practices
ii. Organizational Image
iii. Employee Requisition
iv. Job Descriptions/Job Specifications 15
Sources of Recruitment:
a. Internal
Advantages and Disadvantages
b. External
 Employment Exchanges, Agencies,
Recruitment Centers
 Advertisement
 Walk ins
 College and Universities Recruiting
 Trade and Competitive Sources 16
Selection:
Is the Process by which an organization
chooses from a list of screened applicants,
the persons or person who best meet the
selection criteria for the position
available.
a. Interview
b. Group Discussion
c. Reference Checks and Recommendations
d. Physical Examinations
e. Selection and Placement 17
4. Orientation of New
Employees

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 5. PERFORMANCE MANAGEMENT

Crucial to the effectiveness of any

organization is the performance of its staff.
While this is an essential part of any line manger
roles, a comprehensive management process has
central implications for effective human resource
management.
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 6. TRAINING AND DEVELOPMENT
Training

Is regarded as applying principally to the

improvement of skills and hence learning how
to perform specific tasks.

Development

Is an unfolding process carried on as a

form of growth and maturisation. 20
 TRAINING DEVELOPMENT
Short Term Long Term
Process Process
Imparted mostly Designed mainly
to non-managerial for mangers and
personnel executives
Confined Related more
generally to the broadly to the level
areas on hands-on of interpersonal
and technical Skills and decision
making skills 21
 HR DIVIDES TRAINING INTO 8 SEGMENTS
i. Training Objectives
ii. Investment in Training
iii. Training Policy
iv. Identification of Training Needs
v. Principles of Training
vi. Choosing Trainers and Trainees
vii.Administration of Training Programs
viii.Evaluation
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 DEVELOPMENT
i. Coaching and Counseling
ii. Job Rotation
iii. Conference/Discussion
iv. Programmed and Computer Aided Instruction
v. Role Playing
vi. Case Method
vii.Games
viii.In basket exercises
ix. Sensitivity Training
x. Transactional Analysis
xi. Behavior Modeling 23