This document discusses key aspects of human resource management including recruitment, selection, employment legislation, development, trade unions, and productivity. It defines human resource management as planning, organizing, directing and controlling human resources to accomplish individual, organizational and social objectives. The document also outlines the recruitment and selection process, importance of employment legislation, employee development and compensation, working with trade unions, and measuring productivity.

2.  Introduction
 Management of human resource
 Recruitment
 Selection
 Employment legislation
 Development
 Trade unions
 Productivity
 conclusion

3.  from the view point of an organization, human resources
represent the people at work.
 They are the total sum of the inherent abilities, acquired
knowledge and skills as exemplified in the talents and
aptitudes of its employees.
HUMAN RESOUCE MANAGEMENT :
human resource management is “the
planning , organizing, directing and controlling of the
procurement ,development , compensation , integration
, maintenance and reproduction of human resources to
the end that individual , organizational and social
objectives are accomplished ’’.

6.  The process by which a job vacancy
is identified and potential employees are
notified.
 The nature of the recruitment process
is regulated and subject
to employment law.
 Main forms of recruitment through
advertising in newspapers, magazines,
trade papers and internal vacancy lists.

7.  Job description – outline of the role
of the job holder
 Person specification – outline
of the skills and qualities required
of the post holder
 Applicants may demonstrate their suitability
through application form, letter or curriculum
vitae (CV)

9.  The process of assessing candidates and
appointing a post holder
 Applicants short listed –
most suitable candidates selected
 Selection process –
varies according to organisation:
 Interview – most common method
 Psychometric testing – assessing the
personality of the applicants – will they
fit in?

10.  Aptitude testing – assessing the skills
of applicants
 In-tray exercise – activity based around
what the applicant will be doing, e.g.
writing a letter to a disgruntled customer
 Presentation – looking for different skills
as well as the ideas of the candidate

12. Even in a small business, the
legislation relating to employees
is important – chemicals used in
a hairdressing salon for example
have to be carefully stored and
handled to protect employees.
 Increasingly
important aspect of
the HRM role
 Wide range
of areas for attention
 Adds to the cost of
the business

13. Disability is no longer an issue for employers
to ignore, they must take reasonable steps
to accommodate and recruit disabled workers.
 Crucial aspects
of employment
legislation:
 Race
 Gender
 Disability

15.  Firms cannot just ‘sack’ workers
 Wide range of procedures and steps
in dealing with workplace conflict
Informal meetings
 Formal meetings
 Verbal warnings
 Written warnings
 Grievance procedures
 Working with external agencies

17.  Developing the employee
can be regarded as investing
in a valuable asset
 A source of motivation
 A source of helping the employee fulfil potential

19.  Similar to development:
 Provides new skills for the employee
 Keeps the employee up to date
with changes in the field
 Aims to improve efficiency
 Can be external or ‘in-house’

21.  The system of pay and benefits used by the
firm to reward workers
 Money not the only method
 Fringe benefits
 Flexibility at work
 Holidays, etc.

23.  Importance of building relationships with
employee representatives
 Role of Trade Unions has changed
 Importance of consultation
and negotiation and working
with trade unions
 Contributes to smooth change management and
leadership.

25.  Measuring performance:
 How to value the workers contribution
 Difficulty in measuring some types of output –
especially in the service industry
 Appraisal
 Meant to be non-judgmental
 Involves the worker and a nominated appraiser
 Agreeing strengths, weaknesses and ways forward
to help both employee and organisation

26. Human Resource Management should be seen as a strategic
function of an organization. It helps to build a competitive
edge for an organization by positively engaging its
employees. Key ingredients of effective Human Resource
Management are having in place an appropriate leadership
style and effective two-way communications with
employees. This creates an open and honest environment
where employees feel that their ideas are being listened to
and that they can make a contribution to decision making.
Engaged employees are more likely to be proud to work for
their organization and therefore will believe in and live out
the values of the organization.

27. ANY QUESTIONS ??