KWAME NKRUMAH UNVERSTY

OF SCENCE AND TECHNOLOGY

(COLLEGE OF ART AND SOCAL SCENCES)
SCHOOL OF BUSNESS
(DEPARTMENT OF MANAGERAL SCENCE)
COURSE: MAS 553 HUMAN RESOURCE MANAGEMENT
PROGRAMME: MBA/EMBA/SERVCE
LECTURER: MR. J.K. TURKSON
OBJECTVES OF THE COURSE:
To expose the postgraduate students
(particularly, the non HRM option students
to GENERAL issues in HRM
To enable postgraduate students
appreciate the fact that Human Resource
Management is a course that permeates
every aspect of functional management
and that every manager, irrespective of his
department needs it.
GENERAL TOPCS TO BE COVERED:
UNT 1: NTRODUCTON
UNT 2 :DEFNTONS OF PERSONNEL/
HUMAN RESOURCE MGT.
UNT 3: STRATEGC HUMAN
RESOURCE MANAGEMENT
UNT 4: HUMAN RESOURCE
(MANPOWER) PLANNNG
UNT 5: RECRUTMENT
UNT 6: SELECTON
UNT 7: POST EMPLOYMENT PRACTCES
UNT 8: EDUCATON, DEVELOPMENT AND
TRANNG
UNT 9: WAGE AND SALARY ADMNSTRA-
TON (COMPENSATON AND
REWARDS)
UNT 10: PERFORMANCE MANAGEMENT
UNT 11: HEALTH, SAFETY AND WELFARE
UNT 12: OTHER MSCELLANEOUS TOPCS
ASSESSMENT FORMULAR
1. End of semester examination 60 marks
2. Continuous assessment:
(a) Project work/Term paper/Quizzes/
Assignments etc - 34 marks
(b) Class attendance/contribution 6 mk
NB: Absenteeism reduces the marks for
attendance
UNT 1
NTRODUCTON
PreambIe
All organizations have people with
different idiosyncrasies. Hence people with
expertise in HRM are needed to handle
them.
HRM is needed in all organizations
social, business eg. Lions Club, Military,
Kotoko etc
Evolution/History of
Personnel/HR Management
The history/evolution of PM/HRM deals with
the various changes that have taken place
in the field of HRM/PM
t is analysed under four time-period bases
viz.
(a) Late 19
th
century (1875)
HRM/PM was haphazardly carried out
Labour-management relationship was full of
antagonism
Unattractive working conditions
Lack of co-operation between the
government and labour movement
The above conditions led to low productivity.
Role of Robert Owen (1771-1858) (Founder of
Personnel Management)
1. He was compelled to fight against the
above appalling conditions.
2. He conducted experiments to find out how
the above problems could be eliminated.
(b) llrsL CuarLer of Lhe 20
Lh
CenLury (1923)
1rade unlons emerged
1he Lrade unlons gave a new dlmenslon Lo
P8M/M
ConLrlbuLlon of lW 1aylor (1he laLher of SclenLlflc
ManagemenL) Lo P8M/M
1 Was concerned wlLh maklng effecLlve use of
human resources and oLher resources
2. Was concerned about critical, scientific and
objective way of doing things.
3. Advocated for one best way of doing things
4. Advocated for use of attractive
compensation package
The century saw the emergence of large
industrial organizations and led to work
complexities.
This led to the need to find the most
effective way of managing labour.
(c) Second Quarter of the 20
th
Century(1950)
After WW , revolutionary changes were
carried out to repair the damage done to
labour
Rules and regulations were introduced to
guide human behaviour.
Need for proper selection of employees
through tests, interviews etc.
Emphasis placed on good human relations
to foster harmony between labour and
management
Elton Mayo and his associates emerged.
Conducted the Hawthorn experiments
The experiments proved the importance of
cordial human relations and its positive
effect on productivity
The experiments changed the 'commodity
concept' of labour to that of 'social concept'
This period witnessed a dramatic increase in
industrial disputes
Governments and business owners
recognized labour unions as formidable
forces.
(d) Present Era (AIter 1950)
ProliIeration in industrial disputes between
labour and management
HRM/PM then became important
HRM/PM assumed inter-disciplinary dimension
From 1950, the Industrial Revolution led to
growth in the size oI labour Iorce
Many trade unions also emerged
All the above required a new approach to
PMHRM in dealing with the numerous labour-
management problems.
REFERENCE :
Ahuja, K.K,. Advanced Personnel
Management
Factors That Have Affected the
Growth/mportance of HRM/PM
ncreased complexities of organisational
set-ups and their activities
Proliferation of trade unions and
federations
Revolution in the industrial sector
Changes in technological development
Government attitudes and policies on
labour
Social-cultural and managerial techniques.
Definition of Personnel Management
(a) Yoder, DaIe
't is that phase of management which
deals with the effective control and use of
manpower as distinguished from other
sources of power.
(b) Adwin FIippo
'Personnel function is concerned with the
procurement of the personnel of an
organization in major goals and objectives'.
(c) F L Brech
'Personnel Management is that part of
Management process which is primarily
concerned with the constituents of an
organization'.
(d) Society of PersonneI Management in
America
'The art of, acquiring developing and
maintaining the competent workforce in
order to achieve and accomplish the
organizational goals with maximum
efficiency and economy'.
(e) nstitute of PersonneI Management (UK)
'Personnel Management is that part of
Management concerned with people at work
and their relationship within an enterprise'.
GeneraI Definition
That aspect of functional business manage-
ment which seeks to maintain human relation-
ships in a favorable atmosphere and ensuring
the physical and social well-being of all cate-
gories of employees so that they can give their
maximum contribution to the objectives of their
organisations.
M|ss|ng ||nk |n a|| the above def|n|t|ons
-o menLlon ls made of human asseLs skllls
LalenLs ablllLles knowledge energy lnLelllgence
capablllLy lnlLlaLlve/lnnovaLlon and oLher lnLanglble
human aLLrlbuLes
lL ls Lhe proper uLlllzaLlon of Lhese asseLs for Lhe
achlevemenL of Lhe goals of Lhe organlzaLlon LhaL
compleLes Lhe deflnlLlon of ersonnel ManagemenL
Many of Lhe above deflnlLlons have lgnored Lhe
lmporLanL asseLs lnherenL ln human belngs
This has made Human Resources
Management (HRM) a more preferred
concept since it takes care of all human
assets.
Definition of HRM
(a) Byars and Rue (1994)
'Human Resources Management
encompasses those activities designed to
provide for and co-ordinate the human
resources of an organization'.
(b) Donnelly, 1ames H. 1r. et al (1992)
The process oI accomplishing organizational
objectives by acquiring, retaining, terminating,
developing, and properly using the human
resources in an organizations`.
(c) Armstrong, Michael (1995)
A strategic and coherent approach to the
management oI an organization`s most valued
assets - the people working there who indivi-
dualy and collectively contribute to the
achievement oI the objectives oI the business`.
(d)MiIkovich, George T, and Boudreau,
John W (1994)
'Human resource management is a series of
decision that affect the relationship between
employers and employees: it affects many
constituents and is intended to influence the
effectiveness of employees and employers'.
%e) comprehenslve deflnlLlon and lnLerpreLaLlon
of P8M should cover
Pow besL Lo develop and uLlllze Lhe numerous lnLanglble
human asseLs
roper uLlllzaLlon of Lhe opLlmum number of employees
Lnsurlng Lhe physlcal and soclal wellbelng of Lhe
employees
erformlng Lhe oLher LradlLlonal funcLlons of ersonnel
ManagemenL
- lL ls worLh noLhlng LhaL Lhe overrldlng conslderaLlon
under P8M ls Lhe ldenLlflcaLlon developmenL and
uLlllzaLlon of Lhe human asseLs Lowards Lhe
achlevemenL of Lhe organlzaLlonal ob[ecLlves
SLraLeglc P8M
Conslders how human resources flL lnLo and are
uLlllzed ln Lhe organlzaLlon
lso conslders how human resources are Lo be
managed and how Lhe subcomponenLs such as
selecLlon Lralnlng and remuneraLlon flL lnLo a
coherenL whole
Lnsures LhaL P8 Managers become more lnvolved ln
such sLraLeglc acLlvlLles as
l CrganlzaLlonal or corporaLe human resource
sLraLeglc plannlng
ll Longrange human resource plannlng
iii. nnovative ways of utilizing human talents
iv.Organizational culture improvement.
Difference Between PM and HRM
1.The definitions of PM did not emphasize on
human assets- skills, talents, abilities,
knowledge, energy, intelligence, capability,
initiative/innovation, and other intangible human
attributes.
2.PM emphasizes on the management of the
physical being
3.HRM emphasizes on the human assets
identified above in addition to the normal scope
of meaning of PM
4. HRM is an all-embracing term of which PM is a
constituent part (Byars and Rue 1994).
5. Torrington and Hall regard PM as 'Workforce-
centered' directed mainly at an organization's
employees and HRM as 'Resource-centered'
directed mainly at management needs for
human resources to be provided and deployed
as cited by Mullins, 1996.
Controversies in HRM
Whether HRM should be integrated into
other departments or should be given a
distinct department
Whether HRM should deal with the physical
being (human beings) or their intangible
human assets/attributes.
Whether HRM is a science or an art
Whether HRM is a line or a staff function
The above controversies sometimes make
people marginalize or disregard the
importance of HRM.This is because, many
people sometimes perceive HRM to be an
activity that could be easily performed
by the other functional/departmental
managers such as the finance Manager, the
Administrative Manager, the Marketing
Manager, Production Manager etc.
Scope/Content of HRM
1. Concerned with the coverage of HRM
2. Scope so wide that people have basic
knowledge in many social science subjects
such as Sociology, Economics,
Psychology and all the Principles and
Functional areas of Management.
1he scope knows no bound so far as human
relaLlons and developmenL are concerned
%a)Genera| Manager|a| Scope and Content
plannlng organlzlng dlrecLlng conLrolllngeLc
(b) Genera| Cperat|ve Scope and Content
l ollcy lnlLlaLlon/formulaLlon
ll ConLrol over oLher deparLmenLs on human
resource maLLers
lll dvlsory servlces Lo Lhe oLher deparLmenLs
lv udlLlng servlces enforclng compllance Lo
rules/regulaLlons
v. Service function to the entire
organization. This constitutes the
main role of every human
Resource Manager or a
Personnel Manager
"UST
A leading American industrialist once
remarked 'We do not manufacture
automobile, aeroplanes, refrigerator
radios, televisions
but we manufacture men and then in turn
manufacture the goods' Discuss the main
implications of this statement.
UNT 2
MANPOWER/HUMAN RESOURCES
PLANNNG.
Definitions
(a) According to the nstitute of Personnel
Management (UK) 't is the systematic
and continuing process of analyzing an
organization's human resource needs
under changing conditions and develop-
ing personnel policies appropriate to the
longer-term effectiveness of the organiz-
ation. t is an internal part of corporate
planning and budgeting procedure since
human resource cosLs and forecasLs boLh
affecLed and are affecLed by longerLerm
corporaLe plans
(b) lL ensures LhaL plans are made for Lhe recrulL
menL and engagemenL of Lhe requlred opLlm
mum and quallLy of workforce for Lhe presenL
and Lhe fuLure
(c) lL focuses aLLenLlon on Lhe analysls of Lhe
skllled manpower requlremenL of an organlza
Llon or Lhe economy as a whole (Lhls means
manpower plannlng could be aL boLh Lhe macro
and mlcro levels
(d) t deals with forecasting, predicting or projec-
ting for the optimum size of the workforce
which an organization or the economy as a
whole should engage over a certain period.
Key issues in manpower pIanning
- What type of skilled labour is required to do this
particular work?
- Where should the particular type of skilled
labour be found?
- What type of and level of training, education
and development should be adopted to improve
the skill of labour force?
- For how long will a certain category of labour
force be required?
- What sort of compensation package should be
given to the labour force to be recruited and
employed?
- f a certain type of labour force will not be
required, after a certain period, can it be
easily dispensed with or redeployed?
The above issues and many others should
constitute the policy framework within which the
manpower planning prqogramme should be
Carried out.
Elements of manpower planning
a) Future labour requirements
This depends on factors such as:
- Market demand for the organization's pro-
ducts
- Expansion/contraction possibilities
- ntention to either add or delete another
product line.
- Technological developments
b) Acquisition abiIity
This deals with the capability to recruit and
engage the right caliber of labour force. t
depends on the following factors:
- Availability of alternative jobs elsewhere
- Opportunity for advancement
- Compensation package
i. Wages/salaries
ii. Benefits paid leave or vocation,
health and other forms of insurance,
free medical care, retirement income
iii. ncentives bonus, commissions,
profits sharing, etc.
- Structure of the population age
groups, ratio of male to female etc.
(c) Retention ability
The capability of the organization to keep the
existing labour force. This depends on the
following factors:
- Compensation package
(comparative)
- Other conditions of service
- Opportunity for promotion
- Opportunity for education, training and
development.
;DS1IC-S
1 ulscuss Lhe exLenL Lo whlch successlon plannlng
can serve as useful Lool under a manpower
plannlng programme Lo ensure LhaL Lhe key
manpower requlremenLs of an organlzaLlon are
saLlsfled
2 s Lhe Puman 8esources dmlnlsLraLor of a fasL
growlng lndusLrlal esLabllshmenL dlscuss how you
would achleve your sLraLeglc plannlng ob[ecLlves
ln Lhe area of manpower Lhrough Lhe Lhree maln
elemenLs of manpower plannlng
'ln a perlod of unemploymenL lL ls a wasLe of
unemploymenL lL ls a wasLe of expendlLure
and Llme Lo plan for Lhe manpower needs of
an organlzaLlon' ulscuss Lhls sLaLemenL
4 ulscuss Lhe lmpllcaLlons of Chana's educa
Llonal reform programme ln relaLlon Lo her
longLerm manpower requlremenLs
D-l1
CDI1M-1
Concerned wlLh Lhe ldenLlflcaLlon of Lhe
approprlaLe source(s) of labour and lnvlLlng Lhose
ldenLlfled for selecLlon and posslble engagemenL
lL ls Lhe process of 'headhunLlng' for Lhe
approprlaLe quallLy of labour force for screenlng Lo
flll ldenLlfled vacancles
PROCESS OF RECRUTMENT
Job AnaIysis
NB: Job is an aggregation of all the tasks to be
performed.
- Deals with a critical survey and examination
of the work to be done.
- The determination of the skills, knowledge,
responsibilities, experience, qualification,
etc. required to do a piece of work to an
acceptable level or standard.
Components of [ob ana|ys|s
1 !ob descrlpLlon
lL ls a summary of all Lasks Lo be performed
1he role expecLaLlon of all employees
lL speclfles Lhe worklng condlLlons under whlch a
[ob ls Lo be done
lL glves Lhe LlLle of Lhe [ob locaLlon demands eg
regular Lralnlng quanLlLaLlve knowledge lnlLlaLlve
eLc
lL ls LaskcenLered
dvantages]enef|ts
rovldes Lhe basls for Lralnlng a new employee ln
Lerms of hls duLles and responslblllLles
Pelps Lo avold overlapplng slnce every employee
becomes aware of hls duLles/responslblllLles
laclllLaLes appralsal of employees
basls for developlng [ob speclflcaLlon le Lhe
human quallLles characLerlsLlcs skllls experlence
requlred Lo do a [ob
Disadvantages/ProbIems
May lead to disagreement between a
subordinate and a superior on the content.
Organizational changes may lead to changes in
job description.
May not give accurate reflection of the job
particularly at a higher level.
2. Job Specification
- The human or personal characteristics
required to do a job - qualifications,
experiences, interests, attitudes, personality
required, ambition etc.
t is person-centered.
3. Job Specification
- t categorizes jobs into different grades for the
purpose of assigning appropriate and equitable
wage/salary to each grade.Eg.
Grades of job Personal requirements
A Managerial requires a high
degree of initiative(Eg. Mana-
ging Director, General Mana-
ger ,Accountant, etc)
B Sub Managerial eg. Superv-
visory requiring average
degree of initiative.
'
'
'
'
E Menial (Labourers) Requires a
low degree of initiative.
4 Job Scope
The number of variety of different tasks that are
performed at the workplace.
5 Job depth
How deep or shallow a job is in terms of its
demands.
The extent to which a worker is free to organize
his own work, work at his own pace, ie the rate
of speed required.
The need to add or delete minute
details/elements to a job.
Job enIargement
Adding more related and similar tasks
to a job.
ncreasing the number of tasks to a job.
7 Job enrichment
Upgrading a job by increasing both the scope
and depth.
8 Job rotation (cross training)
A system which ensures that workers change and
swap jobs on periodic basis within the same
organizational setting.
A method of training that requires an individual
to learn several different jobs in a work unit or
department and performs each for a specific
time period.
Sources of recruitment
The various avenues from which a
Personnel/Human Resource Manager can
invite prospective employees for
screening/selection for temporary or permanent
engagement.
The two main sources of recruitment are
nternal and External.
Interna| Source
CeLLlng Lhe requlred labour from wlLhln Lhe same
organlzaLlon
Dsually Lakes Lhe form of promoLlon or reasslgnmenL from
one deparLmenL/secLlon/unlL Lo anoLher of comparable
sLaLus
dvantages of |nterna| source
lL boosLs Lhe moral of Lhe exlsLlng employees slnce lL
guaranLees Lhe [ob securlLy of Lhe exlsLlng sLaff
lL reduces hlrlng and Lralnlng cosL of newly employed sLaff
from wlLhln
1he process ls very slmple compared wlLh oLher sources
t recognizes the value of long period of experience,
dedication and hard work.
t reduces the incidence of high labour turnover since
it motivates existing staff to stay for longer period.
Disadvantages of internaI source
t leads to organizational inbreeding, ie. it is the old
ideas that persist.
Human behavior vices such as favoritism, nepotism
and victimization may cloud objective judgement when
it comes to internal recruitment. This is in consonance
with Werilin's 'particularistic criteria as against
universalistic ethos of meritocracy'.
There is the possibility of unintentionally overlooking a
more qualified candidate
ternaI source
This deals with recruitment outside the
organization itself.
The main sources are:
(a) Advertising could be through the print and
electronic media. (Note the advantages/disad-
vantages)
(b) nstitutions of learning schools, colleges,
polytechnics, universities etc (Note the
advantages and disadvantages)
(c) Unsolicited applicants those who apply for
jobs without being made aware of a vacancy.
The file for such applicants is a source of
recruitment. (Note the advantages/disadvan-
tages)
(d) Employee recruiting/referral inviting
existing employees to source for qualified
people for possible engagement. (Note the
advantages/disadvantages)
(e) Professional associations members of
professional associations such as Ghana
Medical Association, Ghana nstitution of
Engineers can bring their recruitment problems
to members for assistance.
(f) Notices on main entrance to the office
factory.
(g) Public employment agencies labour
offices.
(h) Private employment agencies
communication firms, consultancy firms, etc
Advantages of eternaI recruitment
nfusion of new ideas and knowledge by the
new employees. This overcomes the problem of
organizational inbreeding.
Helps to project/promote the corporate image of
the organization to the external world/public.
Keeps the existing employees on their toes to
further their education, work hard, be dedicated
to enable them qualify
for vacancies that emerge.
Facilities judicious selection of the most
qualified candidate.
Disadvantages of eternaI recruitment
Quite expensive compared with the internal
source.
Process too winding, bureaucratic and time
consuming compared with the internal source.
May demoralize the existing qualified
employees when not given the chance to apply.
AppIication forms/bIanks
Printed materials given out to recruitment
respondents to fill out.
Contents of appIication forms/bIanks
(a) dentification (Personal Data)
i. Name ii. Date of birth
iii. Marital status iv.No. of children
V. Nationality vi. Next of kin
lx ConLacL address and Lelephone ln case of
emergency
%b) ducat|on]1ra|n|ng Data
l Schools/Colleges/DnlverslLles aLLend
ll ny oLher professlonal or pracLlcal Lralnlng
%c) Work exper|ence Data
l LmploymenL hlsLory places worked and
reasons for leavlng
ll ueLalls of presenL [ob lf any lncludlng deLalls of
condlLlons of servlce salary allowances frlnge
beneflLs eLc
(d) thers
i. nterests ii. Hobbies iii. Any physical
deformity iv. Medical history v. Criminal
record.
NB: The application form should be simple and
easy to understand so that one can fill without
difficulty. t should also request for only relevant
information.
n the absence of the application form/blank,
the applicant may be required to submit
curriculum vitae.
f you are a Personnel/Human Resource
Manager, which would you prefer and why ? ie.
Application form/blank or a CV ?.
When Lhe appllcaLlon form/blank ls fllled ouL lL
should be reLurned bearlng ln mlnd Lhe closlng
daLe
Cn recelpL of Lhe fllled appllcaLlon forms/blanks
Lhey should be screened Lo deLermlne Lhose who
have saLlsfled Lhe mlnlmum requlremenLs
1hls leads Lo selecLlon
"uestions
1. Define and explain job analysis.
Discuss the notion that job description and
job specification provide a preparatory
ground for the recruitment process.
2. Evaluate the relative advantages and
disadvantages of both internal and external
source recruitment.
3. 'The recruitment process is said to start from
the cradle and ends in the grave' Discuss this
statement with reference to the most important
stage of the recruitment process.
D-l1 4
SLLLC1lC-
SelecLlon ls Lhe process where Lhe respondenLs Lo
Lhe recrulLmenL exerclse are screened
lL sLarLs from Lhe screenlng of Lhe appllcaLlon
forms/blanks
lL lnvolves several sLages buL varles from one
organlzaLlon Lo anoLher
Test administration
A practical or a theoretical examination of
candidates to determine their suitability for a
particular position.
Types of tests
(a) MedicaI test - used to determine how
fit/strong a candidate is for a particular position.
(b) PsychoIogicaI test - used to determine a
person's emotional built-up and reasoning
faculty; and to determine a person's mental
balance.
(c) Trade test - used to determine the practical
proficiency of an artisan/workwoman engaged
on a job of a technical nature.
(d) nteIIigence test - helps to determine the
Q level of a candidate. Note the professions
that require his type of test.
(e) Aptitude test - it measures the
characteristics such as dexterity, in using a
particular machine/equipment. t also measures
one's natural talents for a particular job.
NB:
t is the nature and type of a job that will
determine the type of test to be used.
nterview
t is a person-to-person contact with a specific
purpose to achieve.
t is a conversational encounter between two
parties with specific objective(s) to achieve.
t is a crucial stage of the selection process.
(why)
At least one of the members should have a
technical knowledge in the profession for which
interview is conducted (why ?).
bjectives of an interview
Deals with the purpose/reasons for conducting
the interview.
To make a judicious selection ie. to select the
best candidate.
Enables both the employer and candidates to
exchange relevant information.
Enables the employer to know the physical
make-p of the candidate
Enables the employer to determine the level of
intelligence of the candidate.
Enables the candidate to have a practical feel
of the environment in which he will be working.
Types of interviews
(a) Structured/Patterned/Standardized
Uses a set of already prepared questionnaire
tailored to suite a particular job.
Uses closed-ended questions.
Has the advantage of eliciting the required
response.
(b) Unstructured /on - directive interview
Does not use prepared questionnaires.
Questions asked give the candidate the
opportunity to express himself freely. Eg. 'Could
you tell us why you want to join the company ?'
Has the advantage of giving the candidate the
chance to talk on many issues.
%c) Stress |nterv|ew
1he Lype LhaL exerLs Loo much pressure on Lhe
candldaLe Lhrough use of lnLlmldaLlng quesLlons
- WhaL personal quallLles do you expecL from a
candldaLe who ls Lo undergo a sLress lnLervlew ?
SLress lnLervlews ofLen exhlblL hosLlle aLLlLude
Lowards Lhe candldaLe
1he candldaLe may someLlmes be sub[ecLed Lo
physlcal harm Lo brlng ouL cerLaln lnformaLlon he
may be unwllllng Lo brlng ouL
- ldenLlfy Lhe Lype of [ob/professlon LhaL wlll
requlre sLress lnLervlew
ProbIems of interviews
Language barrier lack of eloquence in a
particular language.
Biases on grounds of ethnicity/tribal/cultural,
dressing, attitudes, behaviors etc.
Often used as a mere window-dressing the
candidate to be selected might have been pre
determined.
Expensive to administer money, time.
Sometimes difficult to get qualified personnel to
serve on the panel.
Nervousness/Stage-fright - on the part of a
potentially good candidate. (What is the way out
on the problem?)
NB: The problem may be discussed from the
angle of the interviewer and the interviewee.
Guide To Good nterview Practice
Good preparation
i. Develop clear characteristics of the ideal
candidate technical knowledge, interpersonal
skills, experience, maturity
ii. Thorough screening of the candidates.
lll ueclde on Lhe number of panellsLs and
candldaLes
lv CbLaln adequaLe lnformaLlon abouL Lhe
candldaLe(s) ClrculaLe coples of Lhe candldaLe (s)
Cv's Lo panellsLs ahead of Lhe lnLervlew daLe
v anellsLs should meeL Lo dlscuss who wlll ask
whaL quesLlon and ln whaL area
vll vold lnLlmldaLlng quesLlons LhaL wlll scare Lhe
candldaLe(s)
vlll vold phone calls
lx uevelop dlscuss and agree on quesLlons Lo ask
and Lhelr answers Why ?
x CuesLlons musL be shorL and preclse
xl CuesLlons musL reveal sLrengLhs/weaknesses
of Lhe candldaLe(s)
ecept|on to company prem|ses
(a) ll lnLervlewees musL be warmly recelved
wlLh smlles
(b) May be provlded wlLh snack eLc lf
affordable
(c) May be brlefed on Lhe procedure for Lhe
lnLervlew
SampIe "uestions:
1. Why do you want to be our HR Manager ?
2. Why do you want to leave your present job ?
3. What do you like/dislike about your present
job ?.
4. Tell us some of the challenges you face on
your present job.
5. Tell us some of your targets for this year.
6. What have you achieved so far ?
7. What is your most spectacular achievement
with your company ?
8. What special skills do you have that make you
believe you can do this work ?.
NB
Panelists should ask more job-centered
questions
Panelists should listen more to the candidate
than talking
Give candidate opportunity to ask questions
Venue for the interview
1. Choose a quiet place free from distractions
2. Disengage all telephones
3. Visitors/staff etc. should not be allowed in.
ther considerations
(a) Commencement of the interview
nterviewee to tell a life story.
Follow up with general questions to warm him
up.
Ask technical questions.
(b) ncouragement to taIk
f the candidate is introvert, encourage him to
talk through; open-ended questions.
f the candidate is over-talkative, he should be
tactfully controlled.
lf lndlcaLlons are LhaL a candldaLe ls noL good Lhere
ls no need Lo wasLe Llme on hlm
%c) 1|m|ng
Lnsure LhaL ' equal' Llme ls glven Lo each poLenLlal
candldaLe
%d) Supp|y of |nformat|on
lf Lhe lnLervlewee requlres vlLal lnformaLlon Lo
enable hlm make up hls mlnd Lo accepL Lhe offer of
employmenL when found sulLable he should noL be
denled
(e) CIosing stage
Chairman should express appreciation to the
candidate for turning up to attend the interview
and desiring to work with the organization.
The chairman should assure the candidate that
he would hear from the panel in due course.
(f) FinaI stage of the interview
Each member should write up on the
performance of each candidate.
The final write up should be ranked in order of
merit.
ased on favorable medlcal/referees' reporLs Lhe
besL candldaLe may be offered Lhe [ob
Dnsuccessful candldaLes should be LacLfully
lnformed
|na| Se|ect|on
lL ls Lhe sLage where Lhe besL and Lhe mosL sulLable
candldaLe ls selecLed and glven Lhe offer of
employmenL
1he flnal selecLlon should always be sub[ecL Lo Lhe
medlcal reporLs referees' reporLs and any oLher
confldenLlal background lnvesLlgaLlon
Med|ca| eport
1he need for lL
1o asses Lhe healLh condlLlon of Lhe candldaLes for
Lhe sake of fuLure clalms under Lhe Workman's
CompensaLlon cL 1987(-uCL187)
1o deLermlne Lhe physlcal flLness of Lhe candldaLes
ln respecL of Lhe [ob applled for
gulde Lo re[ecLlng a candldaLe wlLh any
conLageous or venerable dlsease
- Would you re[ecL an Plv poslLlve candldaLe?
Why?
Background investigations from
referees
Why the need for it ?
To determine the candidate's character and
other personal characteristics.
When should the referees' report be required ?
Before or after the interview/final selection ?
Why ?
What is the best source(s) for requesting for
confidential information and why ?
NB: Background investigation reports from
whatever source should be treated
confidentially.
ob Cffer
SelecLlon for Lhe [ob vacancy
1hls Lakes Lhe form of appolnLmenL leLLer Lo Lhe
selecLed candldaLe on [ob descrlpLlon some
baslc condlLlons of servlce and a requesL Lo
lndlcaLe when he lnLends Lo assume duLy
- Who should have Lhe flnal say/auLhorlLy as Lo
wheLher Lhe besL candldaLe should be glven Lhe [ob
offer or noL? 1he head of deparLmenL or Lhe head
of Lhe organlzaLlon? Why 1he
unsuccessful/re[ecLed candldaLes aL Lhe lnLervlew
should be lnformed only afLer Lhe selecLed
candldaLe has accepLed Lhe offer of
appointment and assumed duty. Why?
Question
1. f the employer is to a large extent
vicariously liable for the tort of his
employees, then it is incumbent upon him
to show a great deal of circumspection in
the selection process of which interview is
a constituent and the most important
ingredient'. Discuss the implications of this
statement with emphasis on the reasons
why the employer should be cautious in
the selection process.
UT 5
PST MPLYMT PRACTCS
Job offer
nforming the successful candidate that he
has been selected for the job vacancy.
Takes the form of appointment letter with job
description and some basic conditions of
service and a request to indicate when he
intends assume duty.
nduction/rientation/ndoctrination
Process of making the new employee
acclimatize himself to the new work
environment.
The new employee is introduced to all the
existing employees.
May be undertaken by the new employee's
head of the department in which the new
employee will be working or the HRM/PM.
Coverage of nduction
History of the organization
Type/nature of goods/services produced.
Organizational structure showing his
department and the chain of command.
Rules, regulations and conditions of service
(Collective Bargaining Agreement document)
ntroduction of the new employee to the existing
employees.
NB. nduction should be objectively carried out.
Why?
9|acement
lnLroducLlon of Lhe new employee Lo hls offlce
sslgnlng Lhe new employee Lo hls [ob
schedule/duLles and responslblllLles afLer a few
days' onLhe[ob Lralnlng when deslrable
o||owup
ueLermlnlng how Lhe new employee ls performlng
on Lhe [ob
lollowup should be carrled ouL by Lhe lmmedlaLe
superlor
Follow-up helps to determine the
strengths/weaknesses of the new employee.
NB. f follow-up shows that the new employee is
a misfit, what should be done?
Transfer
t is the reassignment of an employee from one
branch, department, section or unit of the same
organization to another.
Usually from a job of a similar or comparable
status, remuneration, responsibility to another.
Usually on horizontal basis.
easons for transfer %-ew mp|oyee)
8emedlal measure Lo recLlfy an error ln recrulLmenL
and selecLlon
When Lhe new employee ls beLLer sulLed for a
dlfferenL poslLlon
CrganlzaLlonal change leadlng Lo Lhe closure of a
branch deparLmenL secLlon or unlL and openlng a
new planL (planL mlgraLlon)
9romot|on
8easslgnmenL of an employee Lo a [ob of hlgher
rank wlLh a greaLer scope of responslblllLy
Coes wlLh enhanced compensaLlon package and
oLher condlLlons of servlce
Should be based on merlL
Should be applled when Lhere ls a vacancy (lnLernal
and LxLernal source)
-oLe Lhe advanLages/dlsadvanLages of promoLlon
Why do some people refuse/re[ecL promoLlon?
lear of exLra responslblllLles
lacemenL aL an advanLageous poslLlon
Demotion
Reduction in rank, position or status for an
offence or non-performance.
Reassignment of a new employee to a position
of lower rank and responsibility.
Goes with a reduction in compensation
package and other conditions of service.
Reasons for demotion
Business depression.
Sub-standard performance or failure to
measure up to the required job expectation-
ineficiency or inadequacy.
Commission of a serious offence.
Labour Turnover
Measurement of the number of employees
leaving and their replacement over a period of
time.
The rate at which employees leave an
organization and their replacement over a
period of time.
The ratio of staff leaving an organization to the
average number of full time staff over a given
period of time usually twelve months.
Causes of Iabour turnover
Lack of promotional avenues.
Unattractive compensational package and other
conditions of employment.
Unsuitable working hours.
ffects/probIems of high Iabour turnover
ncreased expenditure on employment.
ndication of poor personnel/human resource
practices.
Can adversely affect the tempo of production.
Reduction in sales/revenue/profits.
May have unsettling psychological effect on the
morale of the existing staff.
Absenteeism
Deliberate refusal to report for duty.
Goes with loss of wages for the period one
absents himself without just cause. This may
not apply to salaried workers.
As an HRM/PM, what measures will you put in
place to control absenteeism?
Tardiness
Deals with lateness, malingering and idleness
(loose-loose)
The tendency on the part of the worker to avoid
work or do very little.
How could this be controlled?
Lay-off
Temporary withdrawal of employees from the
workplace due to factors such as:
- General business depression due to low
demand.
- Shortage of raw materials etc.
Lay-off should be based on the policy of the
organization, i.e. who should go and who
should stay.
eca||
1he reengagemenL of laldoff employees
Who should be recalled and who should noL should
be based on organlzaLlonal pollcy on recall and
oLher facLors SLaLe some of Lhe facLors
edundancy
slLuaLlon where employees are underuLlllzed or
have noLhlng Lo do
8edundancy may lead Lo layoff redeploymenL or
reLrenchmenL
NB. Can a company declare a contract employee
redundant? f so under what circumstances?
Termination
A situation where the employer disengages the
services of the employee for or without any
offence.
The employer permanently severs working
relationship with the employee.
May be with or without reason.
Employer not obliged to give reasons. f he
gives reason(s) and the reason(s) is /are false,
he can seek remedy from the court.
t is a milder form of dismissal.
NB. Read PART V Fair and Unfair
Termination of Employment in the Labour Act.
2003 (Act. 651)
DismissaI
t is total disengagement of an employee from
the payroll of an employee due to any serious
offence such as:
- Stealing, falsification of documents,
drunkenness, fighting, ten-day consecutive
absenteeism without just cause, sexual
harassment etc.
ulsmlssal goes wlLh loss of cerLaln faclllLles such as
provldenL fund (employers conLrlbuLlon graLulLy)
superannuaLlon long servlce award lncremenLal
award
ulsmlssal ls wlLhouL noLlce Powever LermlnaLlon
goes wlLh noLlce
UT
DUCAT, D'LPMT AD TRAG
Education is a long term learning activity.
t is the formal acquisition of academic
knowledge.
D'LPMT
Any learning activity directed towards future
needs rather than present needs. t is
concerned more with future career than
immediate needs.
M-GM-1 DIC9M-1
n acLlvlLy almed aL enhanclng Lhe general
performance of managers Lo meeL fuLure challenges
wlLh confldence
Methods of deve|op|ng managers
ShorL courses semlnars conferences and
workshops acLlng capaclLy commlLLee sysLems
asslsLanLshlp
Coaching, observation
Career DeveIopment
- Career is a chosen profession in which one
earns a living
- Career development is all practices that
improve and enhance the professional status
of a person.
Training
-t is a systematic process of moulding a
person who has acquired some academic
knowledge
through education to increase his suitability for
a job. Training equips one with attitude,
knowledge, and skills to perform a given task.
Training leads to progress. Lack of training
leads to deterioration.
Training needs assessment
Concerned with determining the need for
training.
TooIs for needs assessment
- Achievement of targets
- nterview with supervisors and employees
Level of employees
- Consultation with experts
Performance gaps
- Where employees' performance fall below
standard.
Some performance gaps may be filled through
- Transfers
- Counseling
- Job rotation
- Motivation
- ntroduction of technology
- Proceeding on leave to rest
- Recreational activities
Training cycIe
- Logical sequence of a training programme
Training poIicy
- t is a working guideline that helps organizations
to have a way of training staff
va|uat|on of tra|n|ng
1he degree of change LhaL has Laken place ln Lerms
of sklll knowledge aLLlLude and overall
organlzaLlonal resulLs
1he change should be measured agalnsL orlglnal
performance before Lhe Lralnlng
LvaluaLlon should be based on Lhe ob[ecLlves of Lhe
Lralnlng
LvaluaLlon should reveal wheLher Lhe orlglnal
performance gap has been fllled
Factors hindering the impIementation of
knowIedge acquired at training session
- Lack of cooperation from superiors and
subordinates.
- Lack of facilities
- Where the training was not based on the needs
of the organization.
UT 7
WAG AD SALARY ADMSTRAT
A firm's ability to retain competent, dedicated,
efficient and hardworking staff depends on
attractiveness of the salary.
- Process involved in administration of
wage/salary
- Job anaIysis
- Determines the description, specification and
classification of the job
Job evaIuation
- Determines the worth of a job in other to place a value
on it. t includes the assessment of experience
required, skills, responsibilities, initiative and hazards.
Systems of job evaIuation (Methods used to
determine the vaIue of a job)
- Ranking method where jobs are ranked from low to
high requirement in other to place value on it.
- Factor comparison method where jobs are analyzed
under factors such as skills, mental effort, physical
effort and responsibility.
These factors will be given weights and will be
used to determine wage and salary.
mpIoyee performance appraisaI
- t is the process of determining and
communicating to the employee how he is
performing on his job and ideally establishing a
plan of improvement.
- t helps to determine whether the employee
has performed below or above standard. t is
also a means used to reward and promote
employees.
Dses of performance appra|sa|
asls of promoLlon Lralnlng demoLlon Lransfer
lay off and recall
lncrease ln salary
Lncourages performance lmprovemenL
ueLermlnes employees' poLenLlal for leadershlp
poslLlons
easons for appra|s|ng emp|oyees
Lmployees' developmenL
1ralnlng needs
ldenLlflcaLlon of speclal LalenLs ln Lhe employee
wareness of performance monlLorlng
Methods of appra|s|ng emp|oyees
uescrlpLlve essay meLhod
Craphlcal raLlng meLhod
ManagemenL by ob[ecLlve
CrlLlcal lncldenL meLhod
Methods of pay|ng wages
1lme raLe based on number of hours worked
lece raLe based on Lhe unlLs volume produced
Some considerations in the payment of
wages and saIaries
- Existing market rates
- Organizational objectives
- Fairness, equity and competitiveness
- Ability to pay
- Cost of living
Factors that infIuence compensation
scheme
- Performance/Output
- Policy of the organisation
- Existing market rates
- Fairness, equality and competitiveness
- Ability to pay
UT 8
HALTH, SAFTY AD WLFAR
- Health deals with cleanliness, prevention of
over crowding in factories first aid facilities.
Safety
- Provision of protective clothing and gadgets to
employees to prevent accidents and injuries.
- Showing of accident films and posters on
safety.
8egular lnspecLlon and reporLs on machlnes
8egular malnLenance of machlnes
erlodlc educaLlon on safeLy measures for
employees
We|fare
8efers Lo beneflLs servlces or amenlLles provlded by
managemenL ln addlLlon Lo normal wages and
salarles
It |nc|udes
Legal lssues as conLalned ln Lhe Labour cL 200
cL 631
- Economic in terms of annual bonus, incentive
allowance, pension and long service award.
- Social activities such as entertainment,
canteen, accommodation and sports facilities.