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    HR

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    saminaJan
    This document provides an overview of human resource management (HRM). It discusses defining HRM and the key functions of HR departments, including human resource planning, job analysis, recruitment and selection, remuneration and benefits, training and development, and termination of employment. The document also outlines forces affecting demand for human resources and different methods for demand forecasting, recruitment, selection, training needs identification, and performance evaluation.

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    HR

    Uploaded by

    saminaJan
    215 views26 pages
    This document provides an overview of human resource management (HRM). It discusses defining HRM and the key functions of HR departments, including human resource planning, job analysis, recruitment and selection, remuneration and benefits, training and development, and termination of employment. The document also outlines forces affecting demand for human resources and different methods for demand forecasting, recruitment, selection, training needs identification, and performance evaluation.

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    This document provides an overview of human resource management (HRM). It discusses defining HRM and the key functions of HR departments, including human resource planning, job analysis, recruitment and selection, remuneration and benefits, training and development, and termination of employment. The document also outlines forces affecting demand for human resources and different methods for demand forecasting, recruitment, selection, training needs identification, and performance evaluation.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    215 views26 pages

    HR

    Uploaded by

    saminaJan
    This document provides an overview of human resource management (HRM). It discusses defining HRM and the key functions of HR departments, including human resource planning, job analysis, recruitment and selection, remuneration and benefits, training and development, and termination of employment. The document also outlines forces affecting demand for human resources and different methods for demand forecasting, recruitment, selection, training needs identification, and performance evaluation.

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    of 26

    Introduction to Human Resources Management

    Lecture Outline

    Defining human resources management (HRM) Role of Human Resource Management Functions of Human Resources Management Human resource planning and demand forecasting Forces affecting the demand for human resources Job analysis and specification Remuneration and benefits Training and development Termination of employment
    2

    Human Resources Management


    Human resource management (HRM) is the management of various activities designed to enhance the effectiveness of an organisations workforce in achieving organisational goals.

    Basic Role of the HR Dept.


    Identifying HR needs
    Attracting human resources Maintaining human resources

    Terminating the relationship

    Evolution of HRM

    Industrial Revolution Taylors Scientific Management World War 1 & the emergence of HRM The Human Relations Movement

    HRM Functions

    Human resource planning assesses the human resource needs associated with strategic management and helps identify staffing needs. Staffing includes attracting and selecting individuals for appropriate positions. Training and performance evaluation are means of ensuring that employees can contribute to the organisation.
    6

    Compensation involves rewards that will attract, motivate, and retain employees. Workforce perceptions of the organisation and its treatment of employees must be managed.

    Job Analysis

    Job analysis is the systematic collection and recording of information concerning:


    the purpose of a job, its major duties, the conditions under which it is performed, the contact with others that performance of the job requires, and the knowledge, skills, and abilities needed for performing the job effectively.
    8

    A job analysis may be based on information obtained through direct observation, interviews, diaries or questionnaires. A job description is a statement of the duties, working conditions, and other significant requirements associated with a particular job. A job specification is a statement of the skills, abilities, education and previous work experience that are required to perform a particular job.
    9

    Methods of Job Analysis

    For existing jobs, interviews with employees Interviews with supervisors Observation Combination, interviews & observation Structured questionnaires Employee journals/logbooks
    10

    Job Specification

    Outcomes: Job descriptions and job specifications impacts upon:


    Recruitment & selection Performance appraisal Remuneration Training & development Job design & redesign

    11

    Forces Affecting Demand for HR

    Aspects of the general environment or of the task environment can affect the need for certain types of employees. Changing organisational requirements, such as alterations in strategy plan, may affect demand. Internal workforce changes, such as retirements, resignations and leave of absence affect the need for human resources.
    12

    Demand Forecasting

    Judgmental forecasting is based on the opinions of individuals thought to be knowledgeable. Quantitative forecasting relies on numerical data and mathematical models. Technological or qualitative forecasting is aimed mainly at predicting long-term trends in technology and other important aspects of the environment.
    13

    RECRUITMENT
    3 objectives: Maximising the pool of applicants at minimum cost

    Ensuring compliance by organisation with government regulations

    Attracting suitably qualified & skilled applicants

    14

    Methods of Recruitment

    Internal promotion Advertisements Employee referrals Employment agencies Executive recruitment (head hunters) Campus interviews Contractors Internet job & career sites
    15

    Selection

    Reliability: how much the decision process will consistently measure the same thing Validity: ..whether the decision processes actually measures what it sets out to measure Selection devices: Application forms

    Weighted application forms Written tests Selection interview Assessment centres


    16

    Remuneration & Benefits Factors


    Skills & Qualification of the Candidate Demand for the skill set in the Market Responsibilty level /Grade Experience Financial Position of the Company Legal Implications

    17

    Remuneration & Benefits


    Basic Salary & other Allowances Variable Performance pay/Performance linked pay/Commissions Consultacy fees Concept of flexi Plan/Cafetaria plan

    18

    Training & Development

    Choices: Buy skills, build them, or a mixed approach Strategic rationales for training:

    Proactive Reactive

    Enhancement of employee motivation, commitment & retention


    19

    Training Need Identification


    Interview Assessment Performance Appraisal On the Job Observation Discussion with the Supervisor

    20

    Training Methodology

    Lecture Method Role Play Dummy Presentations On the Job Training Out Door Training

    21

    Mould employee behaviour to company norms Build consistency of employee actions & organisation goals Improve HR planning, training & succession Improve quality of salary reviews Provide record for dismissal, demotion, grievance, appeal

    Performance appraisal & 360 degree feedback

    Performance appraisal
    360o feedback non-hierarchical method
    22

    HRIS, INTERNET, INTRANETS & EXTRANETS


    Better internal communication On-line training & development

    Enhanced distribution of HR policy, news, information


    Internet recruitment

    Widespread electronic systems

    Multi-site collaborative work teams, electronically linked


    Performance appraisal, including 360O feedback
    23

    Maintenance of HR records

    Legal Compliances

    Shops & Establishments Registration & Compliance Registration &Compliance under the Factories Act Registration & Compliance under Provident Fund Act Registration and Compliance under the ESI Act Compliance under Mininmum Wages Act Compliance under the Gratuity Act 24 Compliance under the Payment of Bonus Act

    The Future of Work


    Fewer core employees Increased part-time, casual & temporary staff Teleworking Temporary agency work, short-term labour hires, on-call & contract workers Personnel supply firms Idea of employee as an independent contractor
    25

    Terminating Employment

    Retrenchment Redundancy Dismissal Regard needed to:


    Regulatory requirements Exit interviews Use of out-placement consultants Effect on HR & other functions of the organisation
    26

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