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Hrm 1


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  • Human resource management is not just for human resource managers.
  • HRM is one of the areas where potential problem solving is not a good thing to do; it is a necessity.
  • There should be as much emphasis on keeping good employees as there is in finding them. Recruiting is very expensive.
  • Affirmative action has been the subject of much controversy since its inception. Comparable worth is still a problem, especially for women.
  • As previously mentioned, retention of good employees should be a primary objective of HRM.
  • Human resource plans, perhaps more than others, must be flexible.
  • The internet has become a very effective means of finding qualified applicants. In some cases, selection is also done via the internet.
  • Orientation is an important. It is often an employees first inside view of the company. Senior management should participate.
  • It Is always important to ask questions of the interviewer. If you do not, you are at risk of looking as though you were not interested.
  • It is important to remember that the objective is to establish the employee’s performance level. Salary adjustments should be considered after agreement on the performance level.
  • There are many different rating systems. Each has its own weaknesses and strengths depending on the corporate culture.
  • These levels should be determined over a period of time, not on a single incident.
  • Transcript

    • 1. MODULE 15 HUMAN RESOURCE MANAGEMENT “Nurturing turns potential into performance” • What is the purpose and legal context of human resource management? • What are the essential human resource management practices?
    • 2. HUMAN RESOURCE MANAGEMENT Purpose of Human Resource Management MODULE GUIDE 15.1      Human resource management attracts, develops, and maintains a talented workforce. Government legislation protects workers against employment discrimination. Employee rights and other issues complicate the legal environment of work. Labor relations and collective bargaining are closely governed by law.
    • 3. HUMAN RESOURCE MANAGEMENT Purpose of Human Resource Management  Human Resource Management  involves attracting, developing, and maintaining a quality workforce. Basic Responsibilities of Human Resource Management 1. Attract a quality workforce—human resource planning, recruitment, and selection. 2. Develop a quality workforce—employee orientation, training, performance appraisal. 3. Maintain a quality workforce—retention and career development.
    • 4. PURPOSE OF HUMAN RESOURCE MANAGEMENT Legal Aspects Of HRM  Discrimination   Equal Employment Opportunity    An effort to give preference in employment to women or other minorities Employment criteria justified by capacity to perform a job Comparable Worth   The right to employment and advancement without regard to race, religion, sex, color or national origin Affirmative Action   When someone is denied a job or position for non job related reasons Persons performing jobs of similar worth should receive comparable pay Bona-fide Occupational Qualifications  Employment criteria justified by capacity to perform a job
    • 5. HUMAN RESOURCE MANAGEMENT Human Resource Practices MODULE GUIDE 15.2       Human resource planning matches staffing with organizational needs. Recruitment and selection attract and hire qualified job applicants. Socialization and orientation integrate new employees into the organization. Training continually improves employee skills and capabilities. Performance management techniques appraise individual accomplishments. Retention and career development provide career paths and options.
    • 6. HUMAN RESOURCE MANAGEMENT Human Resource Practices  Human resource planning is the process of analyzing staffing needs and identifying actions that should be taken to satisfy them over time.
    • 7. HUMAN RESOURCE PRACTICES Recruitment And Training  Recruitment   the process of attracting qualified job candidates to fill vacant positions; realistic job previews try to provide candidates with accurate information on the job and organization. Selection  Choosing whom to hire from a field of qualified applicants  Realistic Job Previews   Reliability   means a selection device gives consistent results over repeated measures Validity   Provide job candidates with pertinent information regarding a job and organization Means scores on a selection device have links to future performance Assessment Centers  Examine how job candidates handle simulated job situations
    • 8. HUMAN RESOURCE PRACTICES Orientation And Training  Orientation   the process of formally introducing new employees to their jobs and socializing them with performance expectations. Training  keeping workers’ skills up to date and job relevant; important training approaches include coaching and mentoring.  Coaching   An experienced person offers performance advice to a less experienced person Mentoring  Assigns early career employees as protégés to more senior ones
    • 9. MANAGEMENT TIPS How to succeed in a telephone interview • Prepare ahead —study the organization; list your relevant strengths and capabilities. • Minimize Distractions —be in a quiet room, with privacy, without interruptions. • Dress professionally —this increases confidence, sets your interview tone. • Practice your verbal skills —what you say and how you sound affects your first impression. • Have materials handy —have all supporting documents within easy reach. • Have questions ready —be ready; don’t hesitate; ask questions during interview. • Ask what happens next —ask how to follow up, what information you can interview, formal application, in-depth interviews, employment testing, and reference checks.
    • 10. HUMAN RESOURCE PRACTICES Performance Appraisals  Performance Appraisal  The process of formally evaluating performance and feedback to an employee Two Purposes of Performance Appraisal 1. Evaluation—document and let people know how well they are doing; judgmental role. 2. Development—identify how training and support can improve performance; counseling role.
    • 11. HUMAN RESOURCE PRACTICES Performance Appraisals  Critical  Keeps a log of a person’s effective and ineffective job behavior  360  Incident Technique Degree feedback Includes superiors, subordinates, peers and even customers in the appraisal process  Multi-person  Rates employees against each other  Graphic  Comparison Rating Scale Uses a checklist of characteristics or traits to evaluate performance
    • 12. HUMAN RESOURCE PRACTICES Performance Appraisals  Behaviorally Anchored Rating Scale Uses specific descriptions of actual behaviors to rate various levels of actual performance
    • 13. HUMAN RESOURCE PRACTICES Retention And Career Development  Career Development  Manages how a person grows and progresses in their career  Career  The Planning process of managing career goals and individual capabilities with opportunities for their fulfillment