1. The document discusses human resource management (HRM) and provides details on its key activities and functions. HRM deals with recruiting, selecting, training, and developing employees. It aims to effectively use human resources to achieve organizational goals. 2. The main HRM activities discussed are recruitment and selection, training and development, performance appraisal and feedback, compensation and benefits, and labor relations. Recruitment involves attracting and choosing suitable applicants while training enhances employees' skills. Performance is evaluated and feedback provided for improvement. 3. Committees and teams are also examined. Committees typically make decisions and plans on behalf of larger groups. Teams work together towards a shared goal, with members relying on each

1. HUMAN RESOURCE
MANAGEMENT
Prepared by
Hawraz Faris Saadi
BSc. in Nursing
1

2. Introduction
• Human Resource (HR): refers to all the people who work in an
organization called personnel.
• Human Resource Management(HRM): refers to the organizational
function which includes practices that help the organization to deal
effectively with its people during the various phases of the
employment cycle.
• HRM is management function concerned with hiring, motivating, and
maintaining people in an organization. It focuses on people in the
organization.
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3. Introduction Cont.
Human Resource Management (HRM): is a management function that
deals with recruiting, selecting, training and developing human
resource in an organization.
• It is concerned with the “people” dimension in management.
• It includes activities focusing on the effective use of human resources in an
organization.
• It is concerned with the development of a highly motivated and smooth
functioning workforce.
• It also includes planning, acquiring, developing, utilizing and maintaining
‘human resources’ in the achievement of organizational goals.
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4. Characteristics of HRM:
1. Diverse.
2. Strategic with an emphasis on integration.
3. Commitment-oriented.
4. Based on the belief that people should be treated as
assets (human capital).
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5. Characteristics of HRM:
5. Unities rather than pluralist, individualistic rather than
collective in its approach to employee relations.
6. A management-driven activity – the delivery of HRM is a
line management responsibility.
7. Focused on business values.
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6. Activities of HRM
Human Resource Management includes all activities used to attract &
retain employees and to ensure they perform at a high level in
meeting organizational goals.
These activities are made up of
1. Recruitment & selection.
2. Training and development.
3. Performance appraisal and feedback.
4. Pay and benefits.
5. Labor relations.
6

7. 1. Recruitment
& selection.
2. Training and
development.
3. Performance
appraisal and
feedback.
4. Pay and
benefits.
5. Labor
relations.
7
HRM

8. 1. Recruitment & selection.
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9. 1. Recruitment & selection.
• RECRUITMENT: The process of attracting individuals on a timely basis,
in sufficient numbers and with appropriate qualifications, to apply for
jobs with an organization.
• SELECTION: The process of choosing from a group of applicants the
individual best suited for a particular position and for the organization.
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10. 1. Recruitment & selection.
• Recruitment and selection process is one of the most important HR
function which makes a great impact on the revenue growth and the
profit margins of a company as compared to other tasks such as
retention, on-boarding, leadership development and managing talent.
• In addition, recruitment and selection process is also more important
than restructuring the organization, work/ life balance and strategic
HR.
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11. Recruitment categories
• Planned: The need of occurring since amendment in organization and
retirement policy.
• Anticipated: These needs are of those types in which movements can
be forecasted by going through the movement in internal and
external environment.
• Unexpected: The need can arise when resignation, termination, illness
or death of the employee
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12. Recruitment process
Recruitment refers to the process of recognizing and drawing job
seekers so that to construct a group of job applicants. The main goal of
the recruiter is to identify the right person for the said job and the
recruiters can achieve their target by 5 important guidelines.
1. Planning
2. Strategic expansion
3. Searching or probing
4. Selection
5. Assessing and organizing
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13. Selection process
• Application: Applicants are welcomed by e-mail or telephone by the
Human Resources team.
• Selection Methods: Selection system will be carried out to make a
decision by the HRM team for the selected candidates by the below
stages.
1. Panel interview
2. Presentation
3. Selection tests
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14. 2. Training and development
• Employee training is a process focused on communicating with and
teaching an employee information and/or instructions. The purpose of
employee training is to improve the employee's performance or to
help the employee gain a necessary level of knowledge and skill to
productively, effectively, and profitably perform his or her job.
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15. 2. Training and development
• TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to
make sure the availability of a skilled and willing workforce to an
organization. In addition to that, there are four other objectives: .
1. Individual.
2. Organizational.
3. Functional.
4. Societal.
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16. 2. Training and development
1. Individual Objectives: help employees in achieving their personal
goals, which in turn, enhances the individual contribution to an
organization.
2. Organizational Objectives: assist the organization with its primary
objective by bringing individual effectiveness.
3. Functional Objectives: maintain the department’s contribution at a
level suitable to the organization’s needs.
4. Societal Objectives: ensure that an organization is ethically and
socially responsible to the needs and challenges of the society.
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17. 2. Training and development
• Training is crucial for organizational development and its success
which is indeed fruitful to both employers and employees of an
organization.
• Important benefits of training and development.
1. Increased productivity
2. Less supervision
3. Job satisfaction
4. Skills Development
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18. 3. Performance appraisal and
feedback
Performance Appraisal is the systematic evaluation of the performance of
employees and to understand the abilities of a person for further growth and
development. Performance appraisal is generally done in systematic ways
which are as follows:
1. The supervisors measure the pay of employees and compare it with
targets and plans.
2. The supervisor analyses the factors behind work performances of
employees.
3. The employers are in position to guide the employees for a better
performance.
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19. 3. Performance appraisal and
feedback Cont.
Importance of Providing Effective Feedback
• Giving feedback to employees is not always an easy thing to do.
Negative feedback may not always be well received. These realities are
counterbalanced by the necessity of honesty. Without accurate
feedback employees will not know what they need to improve and the
workplace suffers.
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20. 3. Performance appraisal and
feedback Cont.
Points to be consider to give accurate candid feedback without
damaging work relationships or hurting
1. Ensure the employee understands the process of the appraisal and
criteria under evaluation.
2. Continuous feedback ensures open communication and awareness.
3. Fair procedures and communication can make up for negative
outcomes.
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21. 3. Performance appraisal and
feedback Cont.
4. Giving the employee a voice, even when it will not change the rating
it will help with acceptance.
5. Ensure consistent standards are used to evaluate job relevant
behaviors.
6. Remember you are working to improve employees.
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22. 4. Pay and benefits
The pay and benefits offered by an employer will be one of the key
factors employees consider when looking for work. In turn, an
organization's payroll is likely to be its biggest expense. It is therefore
vitally important that employers plan their pay and benefits offer
carefully.
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23. 4. Pay and benefits Cont.
Pay
To attract and retain high caliber staff, the pay scales and benefits are
attractive and competitive. the information relating to pay including:
1. Salary scales including pay dates
2. Overtime and shift work
3. Maternity, paternity and adoption pay
4. Sick pay
5. Salary progression, incrimination and regrading
6. Pay negotiations
7. Guidance on starting salaries, and exceptional recruitment or retention pay
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24. 4. Pay and benefits Cont.
Benefits
Employee benefits typically refers to retirement plans, health life
insurance, life insurance, disability insurance, vacation, employee stock
ownership plans.
Benefits are increasingly expensive for businesses to provide to
employees, so the range and options of benefits are changing rapidly
to include, for example, flexible benefit plans.
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25. 5. Labor relations
The Employee and Labor Relations function of the Human Resources
Department is commonly associated with matters such as
investigations, counseling and disciplinary actions.
Employee relations is the one discipline within human resources that
connects with every aspect of employment. While employee relations is
considered just one specific discipline, experts in this area must be
knowledgeable of all areas within human resources to be effective in
handling workplace matters.
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26. Committee and teams
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27. Committee
•A committee is a group of people who meet to
make decisions or plans for a larger group or organization
that they represent.
•When a committee is formed, a chairman (or "chair" or
"chairperson") is designated for the committee.
•Sometimes a vice-chairman (or similar name) is also
appointed.
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28. Committee Cont.
•It is common for the committee chairman to organize its
meetings.
•Sometimes these meetings are held through video
conferencing or other means if committee members are not
able to attend in person, as may be the case if they are in
different parts of the country or the world.
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29. Committee Cont.
1. Usually administrative.
2. Hands-on organizationally.
3. Often spend much time deciding if something “needs to
be done.”
4. Heavy involvement in decision-making.
5. Typically oversee and carry out programs.
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30. Committee Cont.
The chairman (President) should:
1. be well informed of all organization activities and able to provide
oversight.
2. be a person who can develop good relationships internally and
externally.
3. be forward thinking and committed to meeting the overall goals of
the committee.
4. have a good working knowledge of the committee constitution,
rules and duties of office bearers.
5. be able to work collaboratively with other committee members.
6. be a competent public speaker. 30

31. Committee Cont.
The Secretary of committee should:
1. Be organized
2. Have computer skills
3. Be able to keep confidential matters confidential.
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32. Function of committee
• Governance
In organizations considered too large for all the members
to participate in decisions affecting the organization as a
whole, a smaller body, such as a board of directors, is
given the power to make decisions, spend money, or take
actions. A governance committee is formed as a separate
committee to review the performance of the board and
board policy as well as nominate candidates for the board.
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33. Function of committee Cont.
• Coordination and administration
A large body may have smaller committees with more
specialized functions. Examples are an audit committee,
an elections committee, a finance committee, a
fundraising committee, and a program committee.
Large conventions or academic conferences are usually
organized by a coordinating committee drawn from the
membership of the organization
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34. Function of committee Cont.
• Research and recommendations
Committees may be formed to do research and make
recommendations on a potential or planned project or
change. For example, an organization considering a
major capital investment might create a temporary
working committee of several people to review options
and make recommendations to upper management or the
board of directors.
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35. Function of committee Cont.
• Discipline
A committee on discipline may be used to handle
disciplinary procedures on members of the organization.
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36. Teams
• A team is a group of individuals working together to achieve
a goal.
• Teams normally have members with complementary skills
and generate synergy through a coordinated effort which
allows each member to maximize their strengths and
minimize their weaknesses.
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37. Teams Cont.
1. United around a clear and challenging common goal.
2. Structured to work together.
3. Sharing responsibility for their task.
4. Depending upon each other.
5. Building relationships with each other.
6. Empowered to carry out consensus decisions.
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38. Team roles
1. Chairmen who control the way the team operates.
2. Shapers who specify the ways the team should work.
3. Company workers who turn proposals into practical work
procedures.
4. Plants who produce ideas and strategies.
5. Resource investigators who explore the availability of
resources, ideas and developments outside the team.
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39. Team roles Cont.
6. Monitor-evaluators who analyze problems and evaluate
ideas.
7. Team workers who provide support to team members,
improve team communications and foster team spirit.
8. Completer-finishers who maintain a sense of urgency in
the team.
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40. Some types of Team
1. Department teams: individuals relate to specialty or focus he
or she has mastered, with everyone working toward achieving
goals outlined in the company’s mission statement.
2. Problem-solving teams: These types of teams are usually
temporary and focus on solving a specific issue.
3. Virtual teams :A virtual team can be any type of team that
communicates digitally rather than in person. Easier
communication tools allow managers to build teams based on
strengths and weaknesses rather than geography.
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41. Some types of Team Cont.
4. Cross-functional teams: In most business settings, permanent
team members are going to collaborate with other
departments to tackle certain events for the company – such a
new product launch.
5. Self-managed teams: These types of teams are the most
empowered, as they have to power to make decisions.
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42. 42

43. Differences Between Teams and
Committees
COMMITTEES TEAMS
Strong leader Shared leadership
Individual accountability Mutual accountability
Committees purposes same as the
broader organizations
Specific team purpose that the team itself
delivers
Efficient meetings
Encourage open-ended discussion and
active problem-solving meetings
Measure effectiveness indirectly by
its influence on others
Measure performance directly by
assessing collective work products
Discuss, decide, and delegate Discuss, decide, and do real work together43

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