Hrm

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Hrm

  1. 1. H UMAN R ESOURCE M ANAGEMENT & S ELECTION
  2. 2. DEFINITION OF STAFFING <ul><li>One of the major function in organization is Staffing. It is defined as filling and keeping filled, Positions in the organization structure. </li></ul>Appropriate Human Resources are the individuals in the organization who make a valuable contribution to management system goal attainment.
  3. 3. <ul><li>Basic Definition </li></ul><ul><ul><li>‘ managing the employment relationship’ </li></ul></ul><ul><ul><li>(Tyson, 1987) </li></ul></ul><ul><li>Key Assumption </li></ul><ul><ul><li>Employees are the most important asset of the organization. </li></ul></ul>What is Human Resource Management?
  4. 4. HRM FUNCTIONS <ul><li>HUMAN RESOURCE PLANNING </li></ul><ul><li>RECRUITMENT AND SELECTION </li></ul><ul><li>TRAINING AND DEVELOPMENT </li></ul><ul><li>PERFORMANCE APPRAISAL AND FEEDBACK </li></ul><ul><li>PAY AND BENEFITS ADMINISTRATION </li></ul><ul><li>LABOR/EMPLOYEE RELATIONS </li></ul>
  5. 5. Human Resource Planning <ul><li>“An effort to anticipate future business and environmental demands upon and organization and to provide personnel to fulfill that business and satisfy that demand” </li></ul>
  6. 6. <ul><li>Human resource planning must be integrated within the organizations strategic plans </li></ul><ul><li>Senior management must emphasize the importance of human resource planning </li></ul><ul><li>Human resource planning must be based on the most accurate information available </li></ul><ul><li>Human resource planning must be assigned or located within a central unit </li></ul><ul><li>A clear plan must be developed with associated time-spans and scope of activity </li></ul>Human Resource Planning
  7. 7. RECRUITMENT & SELECTION <ul><li>PLANNING STAFFING NEEDS </li></ul><ul><li>RECRUITMENT </li></ul><ul><li>SELECTION & PLACEMENT </li></ul><ul><li>ORIENTATION </li></ul><ul><li>PROMOTION/TRANSFER </li></ul>
  8. 8. THE SELECTION PROCESS <ul><li>BACKGROUND INFORMATION </li></ul><ul><li>INTERVIEWS </li></ul><ul><li>PAPER & PENCIL TESTS </li></ul><ul><li>PHYSICAL ABILITY TESTS </li></ul><ul><li>PERFORMANCE TESTS </li></ul><ul><li>REFERENCES </li></ul>
  9. 9. TRAINING <ul><ul><li>JOB ROTATION/ON-THE-JOB </li></ul></ul><ul><ul><li>PROGRAMMED INSTRUCTION & INTERACTIVE MEDIA </li></ul></ul><ul><ul><li>VIDEOS/LECTURE/CLASSROOM/SIMULATION </li></ul></ul><ul><ul><li>ROLE PLAYING/GROUP EXERCISES </li></ul></ul><ul><ul><li>FORMAL EDUCATION </li></ul></ul>
  10. 10. HRM P ROCESS Potential Job Candidates Recruitment Human Resource Planning Selection Decruitment Performance Appraisal Training Selection ORGANIZATIONAL BOUNDARIES REGULATORY ENVIRONMENT
  11. 11. S TEPS I N P ROVIDING H UMAN R ESOURCES The process of reviewing employee performance, setting new performance objectives, documenting the review, and delivering the review verbally in a face-to-face meeting. Performance Appraisal The act, process, or art of imparting knowledge and skill to develop employees skills. Training A natural process resulting in the evolution of organisms best adapted to the environment. Selection Recruitment is the initial attraction and screening of the supply of prospective human resources available to fill a position. Recruitment
  12. 12. M AJOR S OURCES OF P OTENTIAL J OB C ANDIDATES <ul><li>Current Employees </li></ul><ul><li>Employee Referrals </li></ul><ul><li>Former Employees </li></ul><ul><li>Advertisements </li></ul><ul><li>Employment Agencies </li></ul><ul><li>College Recruiting </li></ul><ul><li>Customers & Suppliers </li></ul>
  13. 13. H OW C AN M ANAGERS C HOOSE T HE B EST Q UALIFIED <ul><li>Foundations of Selection: </li></ul><ul><ul><li>The Application Form </li></ul></ul><ul><ul><li>Pencil & Paper Tests </li></ul></ul><ul><ul><li>Interview </li></ul></ul><ul><ul><li>Discussion </li></ul></ul><ul><li>Types of Training: </li></ul><ul><ul><li>Basic Literacy Skills </li></ul></ul><ul><ul><li>Technical Skills </li></ul></ul><ul><ul><li>Interpersonal Skills </li></ul></ul><ul><ul><li>Problem-Solving Skills </li></ul></ul><ul><li>Training Methods </li></ul><ul><ul><li>On-Job Trainings </li></ul></ul><ul><ul><li>Off the Job Trainings </li></ul></ul><ul><ul><li>Individualize Trainings </li></ul></ul><ul><ul><li>Up-Coming requirement Trainings </li></ul></ul>
  14. 14. E VALUATE A N E MPLOYEEE’S P ERFORMANCCE <ul><li>What to Appraise? </li></ul><ul><ul><li>Individual Task Outcomes. </li></ul></ul><ul><ul><li>Behaviors </li></ul></ul><ul><ul><li>Traits </li></ul></ul><ul><li>Who Should Do The Appraisal? </li></ul><ul><ul><li>Immediate Superior </li></ul></ul><ul><ul><li>Peers </li></ul></ul><ul><ul><li>Self Appraisals </li></ul></ul><ul><ul><li>Immediate Subordinates </li></ul></ul>
  15. 15. PERFORMANCE APPRAISAL METHODS <ul><ul><li>JOB DIMENSION SCALES </li></ul></ul><ul><ul><li>RANKING </li></ul></ul><ul><ul><li>GRAPHIC RATING SCALES </li></ul></ul><ul><ul><li>BEHAVIORALLY ANCHORED RATING SCALES </li></ul></ul><ul><ul><li>MANAGEMENT BY OBJECTIVES </li></ul></ul><ul><ul><li>ESSAY </li></ul></ul><ul><ul><li>CRITICAL INCIDENT </li></ul></ul>
  16. 16. EFFECTIVE PERFORMANCE FEEDBACK <ul><li>Be specific and focus on behaviors that are correctable. </li></ul><ul><li>Approach performance appraisal as an exercise in problem solving, not criticizing. </li></ul><ul><li>Express confidence in a subordinates ability to improve. </li></ul><ul><li>Provide performance feedback both formally and informally. </li></ul>Continue…
  17. 17. EFFECTIVE PERFORMANCE FEEDBACK <ul><li>Praise instances of high performance. </li></ul><ul><li>Avoid personal criticisms and treat subordinates with respect. </li></ul><ul><li>Agree to a time table for performance improvements. </li></ul>
  18. 18. COMPENSATION ADMINISTRATION <ul><li>BASE WAGE </li></ul><ul><ul><li>RANKING </li></ul></ul><ul><ul><li>GRADES </li></ul></ul><ul><ul><li>POINTS </li></ul></ul><ul><li>FINANCIAL INCENTIVES – SUPPLEMENTS TO SALARY </li></ul><ul><ul><li>MERIT INCREASES </li></ul></ul><ul><ul><li>BONUSES </li></ul></ul><ul><ul><li>STOCK OPTIONS </li></ul></ul><ul><ul><li>PERFORMANCE SHARES </li></ul></ul><ul><ul><li>DEFERRED COMPENSATION </li></ul></ul><ul><ul><li>PERQUISITES </li></ul></ul><ul><ul><li>GAINSHARING </li></ul></ul><ul><ul><li>PROFIT SHARING </li></ul></ul><ul><ul><li>PIECEWORK </li></ul></ul><ul><ul><li>COMMISSION </li></ul></ul>
  19. 19. SITUATIONAL FACTORS AFFECTING STAFFING <ul><li>The External Environment </li></ul><ul><li>Equal Employment Opportunity </li></ul><ul><li>Women in Management </li></ul><ul><li>Staff in the International Environment </li></ul><ul><li>The Internal Environment </li></ul><ul><li>Promotion from within </li></ul>
  20. 20. System Approach To Selection Managerial Requirement Plan Position Requirement & Job Design Individual Characteristics Recruitment Selection Placement Promotion External Environment Internal Environment Orientation Managerial Performance Development Enterprise Performance Appraisal & Rewards Promotion Demotion Replacement Retirement
  21. 21. POSITION REQUIREMENTS & JOB DESIGN <ul><li>Identifying Job Requirements </li></ul><ul><li>Managerial Skills required by job design </li></ul><ul><li>Job Design </li></ul><ul><li>Factor Influencing Job Design </li></ul>
  22. 22. SKILLS & PERSONAL CHARACTERISTICS NEEDED BY MANAGERS <ul><li>Analytical & Problem-Solving Abilities </li></ul><ul><li>Personal Characteristics Needed by Managers </li></ul><ul><li>Communication Skills </li></ul><ul><li>Integrity & Honesty </li></ul><ul><li>Past Performance as a manager </li></ul>
  23. 23. SELECTION PROCESS, TECHNIQUES & INSTRUMENTS <ul><li>The Selection Process </li></ul><ul><li>Interviews </li></ul><ul><li>Tests </li></ul><ul><li>Assessment Centres </li></ul><ul><li>Limitations of the Selection Process </li></ul>
  24. 24. ORIENTATION & SOCIALIZING NEW EMPLOYEES <ul><li>Orientation involves the introduction of new employees to the enterprise its function, tasks and people. Large firms usually have a formal orientation program, which explains these features of the company: History, Products and Services, General Policies and Practices, Organization. </li></ul>
  25. 25. S U M M A R Y <ul><li>Staffing means filling positions in the organization structure. It involves identifying work-force requirements, inventorying the people available and recruiting selecting, placing, promoting, appraising, planning the careers of compensating and training people. </li></ul>

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