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Functions and Activities of HRM


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Human Resources Management

Published in: Education, Business, Technology

Functions and Activities of HRM

  1. 1. Functions andFunctions and Activities ofActivities of HRMHRM Prepared and Presented by:Prepared and Presented by: SHARON FAJILAGUTAN~GEROQUIASHARON FAJILAGUTAN~GEROQUIA
  2. 2. Human Resource management isHuman Resource management is the body of knowledge and athe body of knowledge and a set of practices that defineset of practices that define the nature of work andthe nature of work and regulate the employmentregulate the employment relationship. HRM is therelationship. HRM is the function within an organizationfunction within an organization that focuses on recruitment,that focuses on recruitment, management and providingmanagement and providing direction for the people whodirection for the people who work in the in the Organization.
  3. 3. Five Functional Areas: 3.1 Staffing deals with obtaining people with appropriate skills, abilities, knowledge and experience to fill jobs in the work organization.
  4. 4. Pertinent practices are: HR PLANNING> process for determination and assuring that organization will have adequate number of qualified persons available at proper times, performing jobs which would meet needs of the organization and provide satisfaction for persons involved.
  5. 5. JOB ANALYSIS > study and collection of information relating to the operations and responsibilities of a specific job. - Collection of data, facts and ideas relating to various aspects of jobs including men machine and materials. - Preparation of job description and employee specification w/c help in identifying the nature and levels of HR. - Providing guides, plans and basis for job design and for all operative function of HRM.
  6. 6. RECRUITMENT > process of searching prospective employees and stimulating them to apply jobs in an Organization - Identification of existing sources of applicants and developing them - Creation of new sources of application - Stimulating the candidates to apply for jobs in an Organization. - Striking a balance between internal and external source.
  7. 7. SELECTION > process of ascertaining the qualifications, experiences, skills, knowledge skills of an applicant with a view to appraising her/his suitability to a job appraising
  8. 8. PLACEMENT > assigning the selected candidate with most suitable job in terms of requirements.
  9. 9. 3.2 Rewards Involves the design and administration of reward systems to encourage employee cooperation and commitment. Practices include job evaluation, performance appraisal, and benefits. Compensation- process which inspires people to give their best to the Org. through the intrinsic and extrinsic rewards.
  10. 10. 3.3 Employee Development Is analyzing training requirement to ensure that employees posses the knowledge and skills to perform satisfactorily in their jobs or to advance in the Org. Performance appraisal can identify employee key skills and “competence”.
  11. 11. • Training > continues process in learning skills for improving, changing and developing skills, knowledge creative ability, aptitude, attitude and values of an employee. The aim is to improve the skills and performance of the employee.
  12. 12. 3.4 Employee Maintenance Is the administration and monitoring of workplace, safety, health and welfare policies to retain a competent workforce and comply with statutory standards and regulations.
  13. 13. 3.5 Employee Relations A range of employee involvement/participation schemes in Union or Non-Union workplaces. In a union environment, it is also includes negotiations between management and union representatives over decisions affecting the employment contract.
  14. 14. HRM Functions and Activities 1. Understanding and relating to employees as individuals, thus identifying individual needs and career goals. 2. Developing positive interactions between workers, to ensure collated and constructive enterprise productivity and development of a uniform organizational culture.
  15. 15. 3. Identify areas that suffer lack of knowledge and insufficient training, and accordingly provide remedial measures in the form of workshops and seminars. 4. Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish professional and personal agendas, essentially in that order. 5. Innovate new operating practices to minimize risk and generate an overall sense of belonging and accountability.
  16. 16. 6. Recruiting the required workforce and making provisions for expressed and promised payroll and benefits. 7. Implementing resource strategies to subsequently create and sustain competitive advantage. 8. Empowerment of the organization, to successfully meet strategic goals by managing staff effectively.
  17. 17. 9. The human resource department also maintains an open demeanor to employee grievances. Employees are free to approach the human resource team for any conceived query or any form of on-the-job stress that is bothering them.
  18. 18. 10. Performance of employees is also actively evaluated on a regular basis. These are checks conducted by the HR to verify and thereby confirm the validity of the employees actual performance matching the expected performance.
  19. 19. 11. Promotions, transfers or expulsion of services provided by the employee are some duties that are enforced by the human resource department. Promotions are conducted and are predominantly based on the overall performance of the individual, accompanied by the span or tenure he has served the organization.
  20. 20. 12. Looks at the possibilities of the employee from one job to another, maintaining the hierarchy in the company and considering the stability of post and the salary obtained over a period of time.
  21. 21. HRM activities -Recruitment Management -Workforce Planning -Induction Management -Training Management -Performance Management -Compensation & Benefits -Attendance Management -Leave Management -Benefits Management
  22. 22. -Overtime Management -Pay slip Distribution -Timesheet Management -Employee Information/ Skill Management -Employee Survey -Exit Interviews & Process -Health & Safety
  23. 23. These activities may vary from one workplace to another. Large workplaces are more likely to employ at least one HRM/personnel. Large org. might divide HRM activities among several managers; one specialist for recruitment and selection, and one for employee trainings and development.
  24. 24. HRM functions and activities are the heart of the organization. Getting the right people to do the right job and in the right places will go a long way to ensure the overall achievement of the goals of the organization. Therefore, the functions must be well towards excellence.
  25. 25. ~The end~ THANK YOU!!!