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06-Human Resource Management
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06-Human Resource Management

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06-Human Resource Management

06-Human Resource Management

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  • 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