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HUMAN RESOURCES MANAGEMENT Lecture Notes for Business Introduction Fahmy Radhi
HUMAN RESOURCES MANAGEMENT <ul><li>Set of Organizational activities directed at attracting, developing, and maintaining an...
The HRM Process <ul><li>Human Resource Planning: Forecasting Demand Supply and Job Analysis </li></ul><ul><li>Staffing the...
Human Resource Planning <ul><li>Job Analysis – determining the tasks, the skills, abilities and responsibilities needed to...
Human Resource Planning <ul><li>Forecasting the demand  -  estimating the personnel needs of organization </li></ul><ul><l...
 
Recruiting <ul><li>Recruitment – Steps taken to staff an organization with the best qualified people </li></ul><ul><li>Sou...
Selection and Orientation <ul><li>Selection – evaluating and choosing the candidates. Selection Process: application form,...
Training and Development <ul><li>Training – supplying the skills, knowledge, and attitudes needed by employees to improve ...
Performance Appraisal <ul><li>Performance Appraisal  – appraising the employee’s performance in relation to job standards ...
Performance Appraisal Results <ul><li>Promotions – job changes that lead to higher pay and greater responsibilities </li><...
Compensation <ul><li>Compensation  – determining an employee’s performance initial wages, making changes to wages, and off...
Motivating <ul><li>Motivation  – the way drives or needs direct a person’s behavior toward a specific goals </li></ul><ul>...
Maslow’s Needs Hierarchy <ul><li>Five needs arranged in a hierarchy: </li></ul><ul><li>Physiological Needs - biological ne...
 
McGregor’s Theory X and Theory Y <ul><li>Theory X  </li></ul><ul><li>employees dislike work, responsibility, and accountab...
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06-Human Resource Management

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06-Human Resource Management

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  1. 1. HUMAN RESOURCES MANAGEMENT Lecture Notes for Business Introduction Fahmy Radhi
  2. 2. HUMAN RESOURCES MANAGEMENT <ul><li>Set of Organizational activities directed at attracting, developing, and maintaining an effective workforce </li></ul><ul><li>The process of acquiring, training, terminating, developing, and properly using the human resources in an organization </li></ul>
  3. 3. The HRM Process <ul><li>Human Resource Planning: Forecasting Demand Supply and Job Analysis </li></ul><ul><li>Staffing the Organization: Recruitment, Selecting, and Orientation </li></ul><ul><li>Developing the Workforce: Training and Performance Appraisal </li></ul><ul><li>Compensation and Benefit: Wages and Salaries, Incentive and Benefit Program </li></ul>
  4. 4. Human Resource Planning <ul><li>Job Analysis – determining the tasks, the skills, abilities and responsibilities needed to perform the job </li></ul><ul><li>Job Description – a statement about a job’s duties </li></ul><ul><li>Job Specification – A statement of the human qualification needed to perform a job </li></ul>
  5. 5. Human Resource Planning <ul><li>Forecasting the demand - estimating the personnel needs of organization </li></ul><ul><li>Forecasting the supply of labour: </li></ul><ul><li>Internal Supply </li></ul><ul><li>External Supply </li></ul><ul><li>Matching Demand with Supply </li></ul>
  6. 7. Recruiting <ul><li>Recruitment – Steps taken to staff an organization with the best qualified people </li></ul><ul><li>Sources: </li></ul><ul><li>Internal recruiting </li></ul><ul><li>External recruiting from worker unions, university, employment agencies </li></ul>
  7. 8. Selection and Orientation <ul><li>Selection – evaluating and choosing the candidates. Selection Process: application form, Tests, and Interview </li></ul><ul><li>Orientation – A procedure for providing new employees with basic background information about the firm </li></ul>
  8. 9. Training and Development <ul><li>Training – supplying the skills, knowledge, and attitudes needed by employees to improve their abilities to perform their job </li></ul><ul><ul><li>On-the Job Training </li></ul></ul><ul><ul><li>Off-the Job Training </li></ul></ul><ul><li>Development – preparing someone for the new and greater challenges and more demanding job </li></ul>
  9. 10. Performance Appraisal <ul><li>Performance Appraisal – appraising the employee’s performance in relation to job standards and then providing feedback to the employee </li></ul><ul><li>Methods: </li></ul><ul><li>Subjective Performance appraisal – performance criteria and rating scale are not defined </li></ul><ul><li>Objective Performance Appraisal – performance criteria and the method of measurement are specifically defined </li></ul>
  10. 11. Performance Appraisal Results <ul><li>Promotions – job changes that lead to higher pay and greater responsibilities </li></ul><ul><li>Transfers – Lateral moves from one position to the other having similar pay and a similar responsibility level </li></ul><ul><li>Demotion – A movement from one position to another that has less pay or responsibility </li></ul><ul><li>Separation – departure of an employee from an organization </li></ul>
  11. 12. Compensation <ul><li>Compensation – determining an employee’s performance initial wages, making changes to wages, and offering accompanying benefits </li></ul><ul><li>Types: </li></ul><ul><li>Direct Compensation – an employee’s base pay and performance base pay </li></ul><ul><li>Indirect compensation – protection programs, private protection, and other benefits </li></ul><ul><li>Wages – Compensation based on time worked and number of units produced </li></ul>
  12. 13. Motivating <ul><li>Motivation – the way drives or needs direct a person’s behavior toward a specific goals </li></ul><ul><li>Motivation Theories: </li></ul><ul><li>Classical Theory </li></ul><ul><li>Behavior Theory </li></ul><ul><li>Contemporary Theories: Maslow’s Hierarchy Model, Theories X an Y, Two-Factor Theory, Expectancy Theory and Equity Theory </li></ul>
  13. 14. Maslow’s Needs Hierarchy <ul><li>Five needs arranged in a hierarchy: </li></ul><ul><li>Physiological Needs - biological need </li></ul><ul><li>Security Needs – to be financially secure and protected against job loss </li></ul><ul><li>Social Needs – to belong and to interact with other people </li></ul><ul><li>Esteem Need – the need for self-respect and for respect from other </li></ul><ul><li>Self-Actualization Need – the need to use and display one’s full range competence </li></ul><ul><li>  </li></ul>
  14. 16. McGregor’s Theory X and Theory Y <ul><li>Theory X </li></ul><ul><li>employees dislike work, responsibility, and accountability and </li></ul><ul><li>employees must be closely directed and controlled to be motivated </li></ul><ul><li>Theory Y </li></ul><ul><li>want to be challenge </li></ul><ul><li>like to display creativity </li></ul><ul><li>highly motivated to perform well if given some freedom to direct or manage their own behavior </li></ul>
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