Introduction to Business
HUMAN RESOURCE
MANAGEMENT
Chapter # 10 &11
Shafayet Ullah
SECTION: A3 and A4
HUMAN RESOURCE MANAGEMENT
Human Resource Management is the process of
acquiring, retaining, terminating, developing and pr...
REWARDS
Extrinsic Rewards
Extrinsic rewards are external to the work itself; they are
administered by someone else; such a...
PUNISHMENT

Punishment involves taking something away
from a person or administering an undesirable
consequence for a part...
Maslow’s Needs Hierarchy
A popular theory of human needs that helps us to
understand motivation, is psychologist Abraham
M...
Maslow’s Needs Hierarchy
Needs Hierarchy
Physiological Need
Biological need such as for food, air, water
Safety Need
Security needs such as the nee...
McGregor’s Theory X and Theory Y
Douglas McGregor, a professor of
management
introduced a theory of
managerial style, refe...
McGregor’s Theory X and Theory Y
Theory X is a managerial assumption
employees dislike work, responsibility
accountability...
McGregor’s Theory X and Theory Y
Theory Y is a managerial assumption that
employees want to be challenged, like to display...
Prime Activities of HRM
Human Resource Planning
Human Resource Planning is the process of
analyzing an organization’s present and
future employmen...
Human Resource Planning
Job Analysis
This is the process of determining the tasks that
make up a job and the skills, abili...
Human Resource Planning
Job Specification
Job specification is a statement of the human
qualifications needed to perform a...
Human Resource Planning

Job Analysis: Sector of job
Job Description: Rules and regulation
Job Specification: Qualificatio...
Recruitment
Steps taken to staff an organization with the
best qualified people.
Sources of Recruitment
Internal Sources: ...
Recruitment
External Sources:
Internal Sources:
 Advertisements
 Present Employees
 Newspapers
 Friends of
 Journals
...
Selection
The selection process is a series of
steps that starts with the initial
screening and ends with a decision to
hi...
The Selection Process

Fundamentals of Human Resource
Management 8e, DeCenzo and Robbins
Selection
1. Initial Screening: check the minimum

qualifications
2. Complete Applications: required complete
application ...
Training and Development
Training
Training is a continual process of helping
employees perform at a higher level. It may
o...
Training and Development
Management Development
Management development refers to the process of
educating and developing s...
Compensation and Benefits
Compensation is pay or salary, typically monetary
payment for services provided as in an
employm...
Compensation and Benefits

Wages: Financial rewards based on the number
of hours the employee works or the level of
output...
Compensation and Benefits
Salary: a financial reward calculated on a weekly,
monthly or annual basis.
Bonuses: An addition...
Compensation and Benefits
Benefits:
Non-wage
and
non-salary
forms
of
compensation. Such as participate in decision
making,...
THE END
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Chapter -10_and_11_-_human_resource_management

  1. 1. Introduction to Business HUMAN RESOURCE MANAGEMENT Chapter # 10 &11 Shafayet Ullah SECTION: A3 and A4
  2. 2. HUMAN RESOURCE MANAGEMENT Human Resource Management is the process of acquiring, retaining, terminating, developing and properly using the human resources in an organization. Motivation Motivation is the way drives or needs direct a person’s behavior towards a specific goal. It concerns the level of effort put forward to pursue the goals. The tools of motivation is reward and punishment. Reward can be Extrinsic or Intrinsic
  3. 3. REWARDS Extrinsic Rewards Extrinsic rewards are external to the work itself; they are administered by someone else; such as a manager. Example: payment, fringe benefits, recognitions and praise. Intrinsic Rewards Intrinsic rewards are related directly to performing the job. These are often described as self-administered. Example: felling good about accomplishing an objective and about being able to make job-related decisions without consulting a supervisor.
  4. 4. PUNISHMENT Punishment involves taking something away from a person or administering an undesirable consequence for a particular behavior. Example: a frequently late worker would be punished by having his pay tie up for the time missed.
  5. 5. Maslow’s Needs Hierarchy A popular theory of human needs that helps us to understand motivation, is psychologist Abraham Maslow’s needs hierarchy. A Motivational theory, offered by Maslow, that people have five needs arranged in a hierarchy from physiological to self-realization. The needs Maslow identified fall into a hierarchy or arrangement of power to motivate behavior. Each higher order need becomes active and motivates a person only when lower order needs have been fulfilled. Each person is assumed to have needs in each category.
  6. 6. Maslow’s Needs Hierarchy
  7. 7. Needs Hierarchy Physiological Need Biological need such as for food, air, water Safety Need Security needs such as the need to be financially secure and protected against job loss. Social Need The need to belong and to interact with other people Esteem Need The need for self-respect and for respect from others. Self-Actualization Needs The need to use and display one’s full range of skills and competence.
  8. 8. McGregor’s Theory X and Theory Y Douglas McGregor, a professor of management introduced a theory of managerial style, referred to as Theory X and Theory Y. Theory X Theory Y
  9. 9. McGregor’s Theory X and Theory Y Theory X is a managerial assumption employees dislike work, responsibility accountability and must be closely directed controlled to be motivated to perform. Theory X managers are assumed to view average employee as:     that and and the Disliking work and finding ways to avoid it as much as possible. Responding to threats of punishment or control because of the dislike of work. Avoiding responsibility because of lack of ambition. Wanting to be directed and have security.
  10. 10. McGregor’s Theory X and Theory Y Theory Y is a managerial assumption that employees want to be challenged, like to display creativity and can be highly motivated to perform well if given some freedom to direct to manage their own behavior. The Theory Y manager assumes that the average employee:       Enjoys work and does not want to avoid it Wants to achieve organizational goals through selfdirected behavior Responds to rewards associated with accomplishing goals. Will accept responsibility Has initiative and can be creative in solving organizational problems Is intellectually underutilized
  11. 11. Prime Activities of HRM
  12. 12. Human Resource Planning Human Resource Planning is the process of analyzing an organization’s present and future employment situation and developing a strategy to meet an organization’s human resource needs.
  13. 13. Human Resource Planning Job Analysis This is the process of determining the tasks that make up a job and the skills, abilities and responsibilities needed to perform the job. Job Description Job description is a statement that furnishes information about a job’s duties, technology, conditions and hazards; based on data from job analysis. A written statement of what the jobholder does, how it is done and why it is done is also known as Job description.
  14. 14. Human Resource Planning Job Specification Job specification is a statement of the human qualifications needed to perform a job; derived from the job analysis Job Evaluation It is a process by which the relative values of jobs within the organization are determined
  15. 15. Human Resource Planning Job Analysis: Sector of job Job Description: Rules and regulation Job Specification: Qualification, education experience
  16. 16. Recruitment Steps taken to staff an organization with the best qualified people. Sources of Recruitment Internal Sources: The organization’s current employees External Sources: Those sources outside of the firm
  17. 17. Recruitment External Sources: Internal Sources:  Advertisements  Present Employees  Newspapers  Friends of  Journals Employees  Magazines  Blind Advertisements  Former Employees (Company name is not  Previous Applicants identified)  College/University  Relatives Recruitment   Management Trainee Executives
  18. 18. Selection The selection process is a series of steps that starts with the initial screening and ends with a decision to hire the person.
  19. 19. The Selection Process Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
  20. 20. Selection 1. Initial Screening: check the minimum qualifications 2. Complete Applications: required complete application and check with the job specifications 3. Employment Interview    Employment test Background and reference checks Physical examination 4. Decision to Hire  Conditional job offer  Permanent job offer
  21. 21. Training and Development Training Training is a continual process of helping employees perform at a higher level. It may occur in the workplace or at a special training facility, but should always be supervised by training experts. Training is generally associated with operating or non-managerial employees.
  22. 22. Training and Development Management Development Management development refers to the process of educating and developing selected personal so that they have the knowledge, skills, attitudes and understanding needed to manage in future position. Management development is associated with managerial personal.
  23. 23. Compensation and Benefits Compensation is pay or salary, typically monetary payment for services provided as in an employment. Direct Compensation: An employee’s base pay and performance-based pay Indirect Compensation: Extra benefits, paid leave
  24. 24. Compensation and Benefits Wages: Financial rewards based on the number of hours the employee works or the level of output achieved/ number of units produced. Commission: The payment to the employee of a fixed amount or a percentage of the employee’s sales
  25. 25. Compensation and Benefits Salary: a financial reward calculated on a weekly, monthly or annual basis. Bonuses: An addition to regular compensation for exceptional performance. Profit Sharing: Distributing a percentage of company profits to the employees whose work helped to generate those profits.
  26. 26. Compensation and Benefits Benefits: Non-wage and non-salary forms of compensation. Such as participate in decision making, more responsibilities, preferred office furnishings, preferred lunch hours, assigned parking spaces, business cards, own secretary, impressive titles etc.
  27. 27. THE END

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