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HRM REPORT about Human Resource Man.pptx
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- 2. 2 - is thepractice of managing people to achieve better performance. WHAT IS HUMAN RESOURCE MANAGEMENT? WHAT IS HUMAN RESOURCE? Human Resources are all the people that in one capacity or another work for or contribute to an organization.
- 3. JOB ANALYSIS • isa systematic way to gather and analyze information about the content and human requirement of jobs, and the context in which jobs are performed. • It involves collecting information on the characteristics of a job that differentiate it from other jobs. Information that can be helpful in making the distinction includes the following: Job Analysis Matrix What the Worker Does -Duties -Tasks -Responsibilities How the Worker does it: -methods -task -techniques Why the Worker Does It - Products - Services Worker Qualification: -skills -Knowledge -Activities -Physical Demands
- 4. JOB DESCRIPTION It representsa written summary of the job as an identifiable organizational unit. A job description’s main objective is to clearly present all aspects of a job role to the applicant. Effective job descriptions help employers attract relevant candidates to apply for the proposed job role. It Includes: • Brief Introduction to the Company and its Mission • Overview of Job Responsibilities • Necessary Skills, Competence Levels, Knowledge, and Qualifications • Testing That the Company May Require • Working Conditions and Location • Environmental Factors or Strenuous Components of the Job • Type of Employment—Full-Time, Part-Time, or Independent Contractor
- 5. DESIGNING ORGANIZATIONAL STRUCTURE Organizational structure Anorganizational structure defines how activities such as task allocation, coordination and supervision are directed toward the achievement of organizational aims. Organizational Design Organizational design is a step-by-step methodology which identifies dysfunctional aspects of workflow, procedures, structures and systems, realigns them to fit current goals and then develops plans to implement the new changes. Organizational Design have six key elements: • Work specialization. • Departmentalization. • Chain of command. • Span of control. • Centralization and decentralization. • Formalization. 5
- 6. KEY ELEMENTS 1. Workspecialization or division of labor is the degree to which activities in the organization are subdivided into separate jobs. Work specialization creates efficiency and productivity, but can also result in boredom, fatigue, stress, low productivity, poor quality, increased absenteeism, and high turnover. 2. Departmentalization is an aspect of organizational design that includes the subdivision of a business into units based on their function or other criteria. 6 Departmentalization by Type • Functional - Grouping jobs by functions performed • Product - Grouping jobs by product line • Geographical - Grouping jobs on the basis of territory or geography • Process - Grouping jobs on the basis of product or customer flow • Customer - Grouping jobs by type of customer and needs
- 7. KEY ELEMENTS 3. Chainof Command The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to whom. Elements: • Authority • Responsibility • Unity of Command 7 4. Span of Control Span of control is that a manager can handle how many employees in organization efficiently and effectively. Manager is how much capable enough to direct the employees. Whether employees are following his command or not.
- 8. KEY ELEMENTS 5. Centralizationand Decentralization Centralization refers that decision making in the organization can be done by only top management. It is the formal authority that top management will give decisions which will be followed by everyone without any changes Decentralization refers that decision making is not only restricted to top management. Decisions are also made by lower-level employees because they are more towards the action of performance. Decentralization makes employees feel that organization is trusting on them and giving right to make decisions. 8 4. Formalization Standardization of job within the organization is called formalization. The rules and regulations within the organization are strictly followed. It is very clear that what is to be done, when it is to done and how it is to be done.
- 9. STAFFING AND SELECTION •Staffing involves the entire hiring process from posting a job to negotiating a salary package. It includes the development of a strategic plan to determine how many people you might need to hire. • The selection process refers to the steps involved in choosing people who have the right qualifications to fill a current or future job opening. 9 TRAINING AND DEVELOPMENT • Helping new employees develop skills needed for their jobs and helping current employees grow their skills are also tasks for which the HRM department is responsible.
- 10. PERFORMANCE MANAGEMENT AND APPRAISAL •The performance appraisal is a formalized process to assess how well an employee does his or her job. The effectiveness of this process can contribute to employee retention, in that employees can gain constructive feedback on their job performance, and it can be an opportunity for the manager to work with the employee to set goals within the organization. 10
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- 14. THANK YOU JAMES ERVINBALANGYAO JOSH ANDREI C. FALE 3RD YEAR BSAIS