06-Human Resource Management

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    06-Human Resource Management - Presentation Transcript

    1. HUMAN RESOURCES MANAGEMENT Lecture Notes for Business Introduction Fahmy Radhi
    2. HUMAN RESOURCES MANAGEMENT
      • Set of Organizational activities directed at attracting, developing, and maintaining an effective workforce
      • The process of acquiring, training, terminating, developing, and properly using the human resources in an organization
    3. The HRM Process
      • Human Resource Planning: Forecasting Demand Supply and Job Analysis
      • Staffing the Organization: Recruitment, Selecting, and Orientation
      • Developing the Workforce: Training and Performance Appraisal
      • Compensation and Benefit: Wages and Salaries, Incentive and Benefit Program
    4. Human Resource Planning
      • Job Analysis – determining the tasks, the skills, abilities and responsibilities needed to perform the job
      • Job Description – a statement about a job’s duties
      • Job Specification – A statement of the human qualification needed to perform a job
    5. Human Resource Planning
      • Forecasting the demand - estimating the personnel needs of organization
      • Forecasting the supply of labour:
      • Internal Supply
      • External Supply
      • Matching Demand with Supply
    6.  
    7. Recruiting
      • Recruitment – Steps taken to staff an organization with the best qualified people
      • Sources:
      • Internal recruiting
      • External recruiting from worker unions, university, employment agencies
    8. Selection and Orientation
      • Selection – evaluating and choosing the candidates. Selection Process: application form, Tests, and Interview
      • Orientation – A procedure for providing new employees with basic background information about the firm
    9. Training and Development
      • Training – supplying the skills, knowledge, and attitudes needed by employees to improve their abilities to perform their job
        • On-the Job Training
        • Off-the Job Training
      • Development – preparing someone for the new and greater challenges and more demanding job
    10. Performance Appraisal
      • Performance Appraisal – appraising the employee’s performance in relation to job standards and then providing feedback to the employee
      • Methods:
      • Subjective Performance appraisal – performance criteria and rating scale are not defined
      • Objective Performance Appraisal – performance criteria and the method of measurement are specifically defined
    11. Performance Appraisal Results
      • Promotions – job changes that lead to higher pay and greater responsibilities
      • Transfers – Lateral moves from one position to the other having similar pay and a similar responsibility level
      • Demotion – A movement from one position to another that has less pay or responsibility
      • Separation – departure of an employee from an organization
    12. Compensation
      • Compensation – determining an employee’s performance initial wages, making changes to wages, and offering accompanying benefits
      • Types:
      • Direct Compensation – an employee’s base pay and performance base pay
      • Indirect compensation – protection programs, private protection, and other benefits
      • Wages – Compensation based on time worked and number of units produced
    13. Motivating
      • Motivation – the way drives or needs direct a person’s behavior toward a specific goals
      • Motivation Theories:
      • Classical Theory
      • Behavior Theory
      • Contemporary Theories: Maslow’s Hierarchy Model, Theories X an Y, Two-Factor Theory, Expectancy Theory and Equity Theory
    14. Maslow’s Needs Hierarchy
      • Five needs arranged in a hierarchy:
      • Physiological Needs - biological need
      • Security Needs – to be financially secure and protected against job loss
      • Social Needs – to belong and to interact with other people
      • Esteem Need – the need for self-respect and for respect from other
      • Self-Actualization Need – the need to use and display one’s full range competence
      •  
    15.  
    16. McGregor’s Theory X and Theory Y
      • Theory X
      • employees dislike work, responsibility, and accountability and
      • employees must be closely directed and controlled to be motivated
      • Theory Y
      • want to be challenge
      • like to display creativity
      • highly motivated to perform well if given some freedom to direct or manage their own behavior

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