The document provides an introduction to human resource management (HRM). It defines HRM and distinguishes it from personnel management. Key differences include that HRM is more modern, encompasses more functions like planning, recruiting, training, and performance evaluation, and takes a more strategic approach compared to the administrative focus of personnel management. The document also outlines the evolution of HRM from early systems like the guild system to more modern approaches incorporating scientific management and industrial psychology. It discusses the objectives and roles of HRM professionals and departments in organizations. Finally, it introduces some challenges facing HRM like diversity, technology changes, and government regulations.

1. By Elly Mgumba
Introduction to Human Resources
Management

2. What is HRM?
 Human resources management or HRM as it is commonly
abbreviated, is concerned with the activities, which are intended to
facilitate the effective utilization of people in the performance of
work organizations
 Human resources management can also be defined as a managerial
thinking, policies, procedures, and practices that are related to the
effective management of people for purposes of facilitating the
achievement of results in work organizations
 It can also be defined as the set of management activities intended
to influence the effective utilization of human resources in the
performance of work organization
2

3. Human Resource vs. Personnel
Management
Personnel Management
 It is an older and outdated
name of the occupation of
managing people at work
places.
 Performed basic roles of
recruitment, training, and
compensation
 Personnel management is an
administrative function and
thus it is more reactive than
proactive.
Human Resources Management
is a modern name of the
occupation of managing people in
places of work
encompasses seven core
functions, namely: planning,
recruiting, training and
development, performance
evaluation, compensation, health
and safety, and labor relations.
3

4. Human Resource vs Personnel
Management
Personnel Management
 It is simple and straightforward
thus performed as clerical
function which is not
necessarily linked with other
functions in the organization.
Human Resources Management
It is complex and in this way,
consistent with the systems idea
 is a strategic function at par
with other functions e.g.
Marketing, Procurement e.t.c thus
a proactive function on which all
the implementation processes of
the organization's strategy
depend
SUMMARY
HRM differs with Personnel
Management
In these aspects
Age(Old vs Modern)
Number of Functions(3 vs 7)
Strategic Functions(Admin vs
Strategic)
4

5. Evolution of HRM
The Guild System
• In the middle Ages the
guild system provided
the beginning of
initiatives to organize
the training of
apprentices and the
employment of
workers who
possessed some
skills. Craftsmen were
able to organize and
exercise control over
their respective trades
through their guilds
Factory System
• During the 19th century,
the discovery of
mechanical power
facilitated the
development of the
factory system of
production.
Mass Production
System
• The increase in
scales of
production (due to
Factory system),
led to increased
overhead costs and
higher wages bills
which forced work
organisations to
start looking for
ways of making a
more efficient
utilisation of their
production facilities
and human5

6. Mass Production
 Scientific Management
 Industrial Psychology
 The Hawthorne Studies
 The Human Relations Movement
 The Behavioral Sciences
 Development of High Technology
6

7. Objectives of HRM
 Social responsibility
 Employee service
 Organizational effectiveness
 Economic level of service
7

8. Role of HR Manager
 Advise and counsel line managers on the correct approaches of
implementing human resources policies and procedures and solving
specific human resources problems.
 Maintain a healthy organization by using various indices such as
absenteeism, production efficiency, accident indices, labor turnover,
complaints and grievances.
 Design human resources procedures and services that ensure
standardised humane treatment for all employees in the whole
organisation. Such procedures and services include schemes of service,
recruitment procedures, interviewing, and testing of new employees,
induction or orientation programmes, designing training programmes,
wage and salary surveys, wages and salaries administration, change
management, health and safety engineering, safety services, and
employee benefit programmes.
 Co-ordination and control of the implementation of personnel
policies. This task involves discussions with managers, inspection,
interviewing, and research both in the organisation and outside.
8

9. Role of HR Manager
 Plan for the recruitment, transfers, re-designation, promotions,
demotions, and exit of employees.
 Design and analyze jobs for purposes of redesign.
 Co-ordinate the management of employee performance.
 Manage the training and development of employees in order to
ensure the right match between job demands and employees’
performance capabilities.
 Manage employee relations in the workplace i.e. industrial relations,
employee participation and communication.
 Manage employee health and safety programmes.
9

10. Role of HR Department
 Job Design & Analysis
 Human Resource Planning
 Human Resource Recruitment
 Training and Development
 Orientation & Placement(Induction)
 Career Planning and Development
 Performance Management(Appraisal)
 Employee satisfaction(Reward &
motivation)
 Communication
 Supervision
 Health and Safety at work place
 Labour Relations
Disciplining
Compensation and Benefit
Termination of contracts
Human Resource Account &
Audit
Human Resource Information
system
Human Resource Policies &
Procedures
10

11. Challenges facing HRM
 Diversity(Age, race,sex,Religion e.t.c)
 Technological changes
 Speed and Service Quality
 Structural changes(Re-engineering, Downsizing, Outsourcing e.t.c)
 Managerial Changes
 Government Regulations
 South-African Influence of African Economies
 Employee Empowerment
 Organizational culture(Value system)
In the coming slides we shall discuss each of the functions of Human
resources Management one by one
11

12. Human Resource Planning
Performance Appraisal
Planni
ng
Job DesignJob Analysis Training&DevelopmentRecruitment
CompensationHealth&SafetyLabour RelationsAdministration
12

13. Human Resource Planning
 Human resources planning, commonly abbreviated as HRP and
variously referred to as workforce planning, or personnel planning, may
be defined as the process of anticipating and making provision for the
acquisition and maintenance of the right numbers and qualifications for
meeting the performance needs of the work organisation
 The primary purpose of HRP is to enable the work organisation to
maximise the utilisation of its human resources by ensuring that the
right number of people, of the right abilities, are available to perform in
correspondingly right job positions at the right time
 In essence HRP is a component of the entire Organizations' strategic
planning process.HRP should be done in alignment with the ‘Big
picture’ that the Organisation is trying to achieve.
13

14. Strategic Planning
 A clear statement of the organisation’s vision and mission.
 A commitment from the organisation’s members to the
organisation’s vision and mission.
 An explicit statement of the basic assumptions in the
organisation’s operating environment.
 An action plan based on available and acquirable
resources. Such resources include sufficient numbers of
qualified people i.e. people with the desired performance
capability.
Organisational Strategic planning(where HRP is part of ) process must be
able to provide ,align and achieve the following
HRP contributes to strategic management by providing the means for
operationalising the organisation’s strategic plan i.e. the means for
accomplishing the outcomes identified by the planning process
14

15. Advantages of HRP
 It enables the organisation to maximise the utilisation of its human
resources
 It enables better achievement of the organisation's objectives by
ensuring that management efforts are made in good time to avail the
requisite labour power for the organisation's performance processes.
 It enables the organisation to economise on its recruitment function
 It enables the organisation to organise successful exit plans for the
advantages of the employees and the organisation
 It increases the organisation's information base to the advantage of
the human resources department and other departments
 It enables the organisation to make a more effective and efficient use
of the labour market
 It facilitates career or personal development
15

16. Factors affecting HRP
 Organisational Objectives
 Nature of Tasks
 Leadership Style
 Work Group
 Government policies
 Labour Market conditions
 Change in Technology
Internal factors
External factors
16

17. Human Resource Planning Process
Choice of Planning Period
Determine Impact of Organisational objective
Define HR Capability(capability indexing)
Determine Total HR needed
Determine Net HR needed(extra provision)
Action Planning –This can involve the use of Firing or Non firing
options as indicated below.
Other Non-
firing
Actions
Recategorisation,Transfer
and Job Transfer
Reducing
staff(firing)
Lay offs,Termination,Early Retirement
plans, Voluntary resignation plans, Job
combination e.t.c17

18. External
Environmental
constraints
Future HR
Demand
HR Supply
•Technological
changes
•Economic
•Social, Political and
• Legal Environment
•Demographic
•Strategic Plan
•Budget
•Production forecast
•Sales forecast
•Retirement
•Resignation
•Termination
•Death
•Leave of Absence
•Technological changes
•Competition
•Strategic Plan
•Attrition
•Training&Dev
•Immigration
•Education
•Workforce changes
•Technological changes
•Competitors
•Laws and regulation
Forecasting analysis
18

19. If Human resource is not clearly forecasted and planned for it might lead
to Overstaffing or understaffing.
Overstaffing can be defined as a situation whereby the organization carries
too many employees in relation to the available amounts of work.
Understaffing can be defined as a situation whereby the organization
carries less employees in relation to the available amount of work.
Overstaffing & Understaffing
The following are the most common symptoms that indicate the existence
of an overstaffing problem in a work organisation.
Idleness
Gossiping
General failure of the organisation to accomplish its goals
Role ambiguity
Absenteeism
Organisational politics
Symptoms
of
Overstaffing
19

20. Overstaffing can be a disturbing management problem due to the
following main reasons:
1-It normally takes the form of three interrelated situations: job categories
where the organisation is overstaffed, adequately staffed, and even
understaffed. This situation requires the services of an expert human
resources management consultant to sort out. It is imperative that all jobs
are analysed and grouped under the three categories before any further
action can be taken.
2-Knowledge that there exists an overstaffing problem in the organisation
scares the employees because they interpret its existence as a sign of
possible retrenchment.
3-Low employee morale and even subortage.
4-Poor labour union relations with management.
5-Ambiguity of roles and accountability
6-Rising operational costs
The Overstaffing Problem
20

21. The following management actions are usually taken to manage the
overstaffing problem:
•Job analysis in order to establish which job categories fall under each of
the three situations (i.e Understaffed, Overstaffed or adequate staffed)
•Negotiate job recategorisation in order to reduce overstaffed jobs and fill
understaffed ones.
•Retrain recategorised employees in order to enable them fit well in their
new jobs.
•Retrench employees not willing to be recategorised.
•Recruit new employees to fill vacancies in remaining understaffed jobs.
•Retain overstaffed core employees but adopt strategies of increasing
output to accommodate the employees and spare any investment made on
them as well as maintain potential competitive edge.
•Rationalise support services and adopt strategies e.g. outsourcing.
•Redesign jobs to ensure that employees are adequately employed. Use job
redesign methods e.g. job combination which could eventually lead to
retrenchment.
Measures of Managing Overstaffing
21

22. Problems facing HRP
Insufficient Top Management support
Insufficient funds
Shortage of Experts
Inactive Human Resources Department
Poor Information base
Integration with Organisational Plans
Poor Involvement of line Managers
22

23. Human Resource –Job Design
Performance Appraisal
Planni
ng
Job DesignJob Analysis Training&DevelopmentRecruitment
CompensationHealth&SafetyLabour RelationsAdministration
23

24. Job design is defined as specification of the contents, methods and
relationships of jobs in order to satisfy technological and organizational
requirements as well as the social and personal requirements of the job
holder.
Job design is the systematic and purposeful allocation of tasks to
individuals and groups within an organization. Allocating jobs and tasks
means specifying the contents, method, and relationships of jobs to satisfy
technological and organizational requirements, as well as the personal
needs of jobholders
Job Design
24

25. Task: A task is a distinct activity of work that constitutes logical and
necessary steps in the performance of work. A task consists of a number of
elements. It is performed whenever human effort, physical or mental is
exerted for a specific purpose.
Duty: A duty consists of one or more tasks that are performed in carrying
out a job responsibility. It is not always easy to distinguish between tasks
and duties. It is safe and simple to view tasks as subsets of duties.
Job: A job consists of a group of tasks that must be performed for an
organization to achieve its goals. It may also be defined as the allocation of
related duties and responsibilities of to an individual or individuals. The
simplest unit of a job is referred to as micro motion, and this involves a
very elementary movement such as reaching, grasping or placing an
object. An aggregation of two or more micro motions forms an element.
Job Position: A job position refers to the collection of tasks and
responsibilities performed by one person; there is a position for every
individual in an organization. It is a combination of the duties and
responsibilities of an employee define his/her job position. The number of
job positions in an organisation at a given time equals the number of
employees.
Definition of terms
25

26. Job Family: A job family is a collection of related jobs that either require
similar employee characteristics or contain parallel tasks, as determined by
the job analyst.
Occupation: An occupation is a grouping of similar jobs existing in
different organizations. Examples of occupations are accounting, civil
engineering, and procurement.
Career: A person's career comprises a sequence of positions, jobs, or even
occupations, which he or she has held during his or her working life.
Job design: Job design is the specification of the contents, methods and
relationships of jobs in order to satisfy technological and organizational
requirements as well as the social and personal requirements of the job
holder.
Job analysis: Job analysis is the systematic process of determining the
skills, duties, and knowledge required for performing jobs in an
organization.
Job Description: A job description refers to a document providing
information regarding tasks, duties, and responsibilities of job.
Job Specification: A job specification is a statement of the minimum
acceptable qualifications that an employee must have to be able to perform
a given job well.
Definition….cont
26

27. Dimensions of Job Design
Scope: Job scope refers to
the number and variety of
different tasks performed
by the jobholder
Depth: The depth of a job
refers to the freedom of the
job-holder to plan and
organize their own work, to
work at their own pace, and
move around and
communicate freely
Dimensions of Job Design
27

28. Industrial Engineering
Job Significance
Job Feedback
Human Engineering
Labour Union Policies
Government Policies
Societal factors
Autonomy
Variety
Job designing considerations
28

29. Job
Design
Method
s
Flextime
Job
rotation
Job
Simplifica
tion
Job
Enlargement
Job
enrichment
Job Sharing
Condensed
Workweek
Task
combination
Methods of Job Design
29

30. Human Resource-Job Analysis
Performance Appraisal
Planni
ng
Job DesignJob Analysis Training&DevelopmentRecruitment
CompensationHealth&SafetyLabour RelationsAdministration
30

31. Job analysis is defined as the systematic process of determining the skills,
duties, and knowledge required for performing jobs in an organization.
There are 2 Job analysis essentials as shown below.
Job Analysis
Job Description Job Specification
Job Analysis
Job Description is a summary of information relating to a particular job or “a written
statement of those facts which are important regarding the duties, responsibilities,
and their organizational and operational interrelationships
Job specifications are the human requirements deemed necessary for minimally
acceptable performance on the job. Job specifications can include skills, abilities,
education level, experience, interests, personality traits, or other physical
characteristics.31

32. Job analysis provides the basis of performance review and development,
training, reward system, staff development and career progression as well as
the design of working methods and standards. Various uses of job analysis
can be identified which can be explained as follows:
•Production of job descriptions and job specifications for use in
recruitment and selection
•Definition of job responsibilities and work criteria for use in individual
performance planning and reviews
•Organization and management of training and development programs
to meet performance related skills and knowledge needs
•Assessment of organizational and individual needs, abilities and
potential for use in human resources planning
•Provision of factual data as a basis for job evaluation and remuneration
management
•Analysis of work and structural relationships for use in job design and
organizational reviews
•Health and safety planning - identifies hazardous jobs
•Employment relations - Job descriptions and job specifications can
reduce conflict over job content decisions.
Job Analysis Essentials
32

33. There are different types of information that are needed for the successful
accomplishment of job analysis. The job analyst identifies the job’s actual duties
and responsibilities and gathers the other types of data necessary.
Work activities obtained through work activities and processes, activity
records, procedures used and personal responsibility
Worker-oriented activities obtained through: human behaviours, such as
physical actions and communicating on the job; elemental motions for
methods analysis and personal job demands, such as energy expenditure
Types of machines and tool obtained through the machines, tools,
equipment, and work aids used.
Job-related tangibles and intangibles which includes: knowledge dealt
with or applied (as in accounting); materials processed; products made or
services performed; Work performance; error analysis; work standards; work
measurements, such as time taken for a task
 Job context obtained from the; work schedule; financial and non-financial
incentives; physical working conditions; organisational and social contexts
Personal requirements for the job obtained through; personal attributes
such as personality and interests; educational and training required as well
as work experience
Other work aids used
Job analysis information and their data
sources
33

34. The 5th technique is Combination of all the four methods.
Job Analysis Techniques
34

35. A:Observation Methods
Observation of work activities and worker’s behaviors is a method of job
analysis which can be used independently or in combination with other
methods of job analysis. Three methods of job analysis based on
observation are: (1) direct observation; (2) work methods analysis,
including time and motion study and micro-motion analysis; and (3) the
critical incident technique. Though they employ the same method, these
methods differ in terms of who does the observing, what is observed, and
how it is observed.
(1)Direct observation: in this method, a person conducting the analysis
simply observes employees in the performance of their duties, recording
observations as they are made. The observer either takes general notes or
works from a form which has structured categories for comment.
Everything is observed: what the worker accomplishes, what equipment
is used, what the work environment are like and any other factors
relevant to the job.
Job Analysis technique: Observation
35

36. (2)Work methods analysis; this describes manual and repetitive
production jobs, such as factory or assembly-line jobs. These methods are
used by industrial engineers to determine standard rates of production
which are used to set pay rates. Two types of work methods analysis are
time and motion study and micro-motion analysis. In time and motion
studies, an industrial engineer observes and records each activity of a
worker, using a stopwatch to note the time it takes to perform separate
elements of the job. Micro-motion analysis uses a movie camera to record
worker activities. Films are analyzed to discover acceptable ways of
accomplishing tasks and to set standards relating to how long certain tasks
should take.
(3)Critical incident technique: This involves observation and recording of
examples of particularly effective or ineffective behaviors. Behaviors are
judged to be "effective" or "ineffective" in terms of results produced by the
behavior.
Observation….cont
36

37. B:Interview
Interview techniques involve discussions between job analysts (or other interviewers)
and job occupants or experts. Interviews held on a one-to-one basis are called
individual interviews. Interviews with groups of two or more job occupants are called
group interviews. Job analysis data from individual and group interviews with
employees are often supplemented by information from supervisors of employees
whose jobs are analyzed. Job analysis interviews can also be held with a small panel
of experts, such as supervisors or long-time employees who are very familiar with the
job. Interviews of this type are called technical conferences. The end product of a
technical conference is a job description that reflects a consensus of the experts'
thinking.
Interviews can be unstructured, with questions and areas of discussion unspecified,
or they can be more highly structured, spelling out each point for discussion. Using a
structured format increases the likelihood that all aspects of a job will be covered in
an interview. Furthermore, using a more structured format enables collection of
comparable data from all persons interviewed, making information classification
easier.
Job Analysis technique: Interview
37

38. C:Questionnaires
Questionnaires can be filled out by employees on an individual basis or by
job analysts for a group of employees. Questionnaires vary in the degree to
which they are structured. Relatively unstructured questionnaires ask
questions that are open-ended, or seek an unspecified answer.
D:Employee recordings
This involves looking at the record of the employees in the organization.
This provides the different activities that are being done by that employee
at that particular time allowing an analysis of the entire job to be
undertaken
E:A Combination of methods
Different methods may be used concurrently. Observation, records,
interview and or questionnaires may be used in analyzing jobs.
Job Analysis Technique…cont
38

39. Some of the most common problems that are associated with job analysis
include:
Lack of top management support. During a job analysis process, top
management should make it clear to all employees that their full and
honest participation in the process is extremely
important. Unfortunately in many instances this message is often not
communicated.
Lack of or insufficient involvement of supervisors and jobholders in
the process. Unfortunately, many analyses are planned and
implemented by one person who assumes exclusive responsibility for
the exercise. Job analyses will succeed if the jobholder and his or her
supervisor are fully involved in the planning and implementation of the
analysis.
 Use of a single method and source of collecting data. As discussed
earlier in this chapter, there are many methods for gathering job
data. Unfortunately, analysts use only one of these methods instead of a
combination, which might provide more reliable data.
Problems associated with job Analysis
39

40. Lack of training for jobholders. Job incumbents are potentially a rich
and most reliable source of information about their jobs. They should
be trained or prepared to generate quality data for job analyses. Where
possible, jobholders should be informed of the importance and purpose
of the data they are requested to generate. They also deserve to be
rewarded for providing quality data.
Shortage of qualified HRM experts in job analysis. Job analysis is a
professional job and must be performed by experts if its results are to
be a helpful input in decision-making processes.
Job Analysis Problems…cont
40

41. In practice it is common that an employee that was hired a few years back
will be doing much more than what was in his job description when first
employed. This is what brings about the dynamic nature of jobs. The
Human resource department therefore is required to undertake the job
analysis activity more frequently, to ensure that there is a match between
what is being advertised as well as what is actually being done in an
organization. HR department is required to analyse a job as soon as a
vacancy appears in an organization.
Dynamic nature of the jobs is due to the following observable factors:
Management practice
Trade union
Technology
Government
The process of hiring the right person of the job
Job Dynamics
41

42. Human Resource-Recruitment
Performance Appraisal
Planni
ng
Job DesignJob Analysis Training&DevelopmentRecruitment
CompensationHealth&SafetyLabour RelationsAdministration
42

43. The term recruitment refers to the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization. It is
the activity that links between the employers and the job seekers. Some view
recruitment as a process of finding and attracting capable applicants for
employment
The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applications from which
new employees are selected.
It is a continuous process whereby the firm attempts to develop a pool of
qualified applicants for the future human resources needs even though
specific vacancies do not exist.
Usually, the recruitment process starts when a manager initiates an employee
requisition for a specific vacancy or an anticipated vacancy.
Recruitment
43

44. •Attracting and encouraging more and more candidates to apply in the
organisation.
•A need to replace retired employees- As they work in organisations employees
advance in age up to a limit
•when they must retire and give way to new ones. The organization will
begin identifying and preparing possible job applicants who will be
appropriate candidates.
•Employee Turnover- Employees are nowadays too mobile. They leave their
work organisations for various reasons and new ones must be recruited to fill
the positions of those that are leaving.
Why Recruit in a continuous basis?
44

45. •Technological Development-Technological developments may force an
organisation to recruit new employees. For instance the introduction of
new technology say, a computer, creates roles for computer
administrators, computer programmers, and computer repairers.
• Meeting the organizations legal and social obligations regarding the
composition of its workforce.
•Health Reasons-Some employees are forced to leave their work
organisations due to health problems and their employers must recruit
healthy employees to replace them
•A need to create a talent pool of candidates to enable the selection of best
candidates for the organisation.
…..Why Recruit in a continuous basis?
45

46. Identifying the vacancy-The recruitment process begins with the human
resource department receiving requisitions for recruitment from any
department of the company. These contain: Posts to be filled, number of
persons, duties to be performed, qualifications required.
Preparing the job description and job specification. Starting a recruitment
with an accurate job analysis ensures the recruitment effort starts off on a
proper track for success
Communicating the Vacant Job-at this juncture the work organisation
notifies the public on the existence of a vacant job. This information can be
communicated either to the organisation's current work force, or to the
general public depending on whether the policy is recruitment from within
or from outside or both.
The Selection Process-The selection process should be understood as a
series of steps beginning with receipt of applications, including all
functions up to the hiring of the chosen candidate. The number of steps in
the selection process varies with the nature of the organisation, type and
level of job to be filled. Large organizations are more formal than the small
ones
Recruitment Process
46

47. Selection
Process
Prelimina
ry
Receptio
n
Biodata
Scrutiny
Testing
Intervie
w
Medical
Examinati
on
Superviso
r’s
Interview
Hiring
Decisio
n
Employee Selection Process
A typical selection process comprises eight steps:
47

48. An organisation has the option to choose the candidates to recruit either
from internal or external sources.
.
Sources of Job Applicants
48

49. Internal recruitment is a process of recruiting people internally within the
organization. Applicants are picked from the organization in question
a) Advantages of Recruiting from within the organization
Recruiting employees from within the organization has the following advantages:
It is cheaper and quicker to recruit, people already familiar with the business and
how it operates, it provides opportunities for promotion within the business – can be
motivating, the process signals to employees that career opportunities exist in
organization, and may improve employee morale and organization loyalty. Further,
the business already knows the strengths and weaknesses of candidates
b) Disadvantages of recruiting from within the organization
On the other hand, recruiting from within the organization has some limitations.
There are no new ideas which can be introduced from outside the business, external
candidates might be better suited / qualified for the job than those internal, the
process may cause resentment amongst candidates not appointed, creates another
vacancy which needs to be filled, difficult to do with rapid growth, and affirmative
action goals may be more difficult to achieve.
Internal Recruitment
49

50. External Recruitment- with external sources of recruitment, applicants
have to be solicited from outside the organization.
External Recruitment
a) Advantages of External Recruitment
As it is for internal recruitment, outside people bring in new ideas / fresh
perspectives, reduce expensive training by hiring experienced employee, may be less
upsetting to present organizational hierarchy, and provide larger pool of workers
from which to find the best candidate and allows rapid growth. It further increases
diversity with wider range of experience.
b) Disadvantages of external recruitment:
On the other side of the coin, external recruitment has some limitation as we had
seen for internal recruitment. Takes longer and costs more. More expensive process
due to advertisements and interviews required, little information about candidate’s
ability to fit with rest of organization, and so selection process may not be effective
enough to reveal the best candidate, destroys incentive of present employees to strive
for promotion, and outsider takes time to become familiar with current systems.
Further, the current organization members may fight new ideas thus affecting the
relationship among employees and the management
50

51. In the ever changing world we are living in, recruitment function faces a
number of challenges. These include the following:
•Adaptability to globalization – The HR professionals are expected
and required to keep in tune with the changing times, i.e. the
changes taking place across the globe. HR should maintain the
timeliness of the process
•Lack of motivation – Recruitment is considered to be a thankless
job. Even if the organisation is achieving results, HR department or
professionals are not thanked for recruiting the right employees and
performers.
•Process analysis – The immediacy and speed of the recruitment
process are the main concerns of the HR in recruitment. The process
should be flexible, adaptive and responsive to the immediate
requirements. The recruitment process should also be cost effective.
Recruitment challenges
51

52. •Extra-curricula work- the realities of the general pay structures versus the
cost of living in most African countries for example, necessitates that
employees run private income-generating projects side-by-side their jobs.
For apparently good reasons, some work organisations have policies that
prevent their employees from doing any job other than that which they
hold in the organisation. In such a case, an employer may fail to recruit a
suitably qualified candidate, because the candidate owns and runs an
income-generating project.
•Legal and political constraints-There is in every country legal and
political policies, which compel employers to maintain a certain percentage
of the work force for women, or specified jobs for the disabled. The realities
of the supply market do not consistently make this possible for employers.
•Job requirements-most highly skilled jobs are difficult to staff because
they demand skill levels for which suitable candidates are not easy to get.
•Unemployment rate
•Competition in the labour market
•Poor/lack of human resources planning
•Size of the firm and cost of recruitment
Recruitment challenges…cont
52

53. Human Resource-Training &
Development
Performance Appraisal
Planni
ng
Job Design Job Analysis Training&DevelopmentRecruitment
CompensationHealth&SafetyLabour RelationsAdministration
53

54. Training is the act of increasing knowledge and skills of an employee for
performing the job assigned to him. In general, training can be defined as
the as a learning process in which people acquire knowledge, skills,
experience, and attitudes that they need in order to perform their jobs well for
the achievement of their organization's goals.
Training must be viewed as a planned process to modify attitude,
knowledge or skill behaviour through learning experience to achieve
effective performance in an activity or range of activities
Development refers to the process of becoming increasingly complex, more
elaborate and differentiated, by virtue of learning and maturation. In the
individual, this grater complexity opens up the potential for new ways of
acting and responding to environment.
Training & Development defined
54

55. Employee obsolescence- It is important to update employee skills, which become
out of date or obsolete with time and changes in the environment. Employees
require new skills and experience to cope with the ever changing tasks.
Improvements in technology- The change or introduction of new technology in an
organization calls for employee training. For example when an organisation
decides to automate its manual production process, it must train its employees how
to correctly operate its new process. Avoiding training for excuse of cutting down
operational costs may result to decrease in output, a higher number of rejects,
machinery wreckage, constant repairs, and reduced job satisfaction etc.
Change of business-In liberalised economies, the practical rule of life for private
business proprietors appears to be “survival for the fittest”, where market forces
point to new opportunities, which make some businesses more lucrative than
others. As a result people become ever prepared to change from one business to the
other adding on new lines of business to existing ones as well as dropping
others. Such changes necessitate training of all affected employees otherwise the
gains anticipated from the new business fall through the fingers.
Why Training…?
55

56. Job redesign-The redesign of a job very often necessitates retraining of existing
employees in order to avoid replacing them with new employees who possess the
necessary skills for the new job.
Transfers-Transfers of employees to other jobs or to other geographical locations
may necessitate training in order to equip the employees with new skills that may
be necessary to enable the employees maintain the desired levels of performance, or
orient themselves to the nuances of the new work environment.
Promotions-Promoted employees fit into new job positions where there is
significant uncertainty in the part of employee and the employer regarding the
promoted employee’s ability to perform to desired levels. Training significantly
reduces this uncertainty.
Why Training…?
56

57. Competition-Competition forces work organisations to learn new techniques of
performing so that they can survive. These survival techniques may cause job
enrichment or enlargement, transfers, promotions, or general change of skill
requirements that may make training necessary.
Career plans- The employer’s role in executing career plans is to provide the
necessary conditions to facilitate the implementation of career plans. Career paths
very often require an employee to possess certain skills to be able to advance in his
or her career. The process of acquiring these skills often involves training.
Globalization-The globalisation of African economies has given rise to a changing
work environment in all work organisations. This fact means that organisations
must optimize the effective management of their employees in order to achieve
their strategic objectives and the satisfaction and development of their employees.
Why Training…?
57

58. Levels of Needs Analysis
Organizational
Needs
Group Needs
Individual
Needs
Training needs assessment is
diagnostic step, which seeks to
answer the basic question: what kind
of training the employees and the
organisation need. A TNA establishes
the current and potential difference
between the abilities, which
employees should possess, and the
abilities, which they possess in order
to perform their jobs effectively and
efficiently
58

59. Benefits of Training
TO ORGANISATION
Improves productivity
Improves employee morale
Builds positive corporate
image
Improves boss to subordinates
relationship.
Reduces dependence on
outside consulting
Reduces dependence on
recruitment from outside
Reduces employee
obsolescence.
TO EMPLOYEE
Performs the job better
Increased chances of
possible promotion
Training is Refreshing
Upgrade personal skills
Easily adjust to change
Job satisfaction
Increased self confidence
A well managed Training and Development program may be of a great benefit
to both the employer and Employee as stipulated below
59

60. Training Methods
On Job Training
Job Instruction
Job Rotation
Apprenticeship
Mentoring
Off the Job Training
Lecturing
Interactive e.g. Multimedia
presentation
Vestibules
Role Plays
Behaviour Modeling
Case Studies
Simulation
Self Study(e.g e-learning)
Study tour
60

61. Training and Development Challenges
Poor Data Bank
Viewing Training as an Event rather than Process
Poor choice of Trainers
Ad Hoc & Unplanned Training
Shortage of funds
Shortage of Training institutions and programmes
Poor support from top Management
Inadequate Competence fit
Absence of Policies and Procedures
Inadequate Evaluation of Training
Untrainable employee
Poor employee participation
61

62. Human Resource-Performance
Appraisal
Performance Appraisal
Planni
ng
Job Design Job Analysis Training&DevelopmentRecruitment
CompensationHealth&SafetyLabour RelationsAdministration
62

63. Performance appraisal is viewed as the formal assessment and rating of
individuals by their managers at usually, an annual review meeting. It can also be
defined as a process of assigning judgmental value to the performance of an
employee during a given period of time.
Continuous performance appraisal is part of the manager's responsibility in
ensuring that the employees in his or her area of responsibility perform their duties
as required.
Performance appraisal eventually impacts on employees’ self image, group status,
motivation, career opportunities, staff development opportunities, as well as
remuneration. Ideally, the evaluation of the task performance forms the basis for
paying the performer of the task, though in practice, work can be paid for before it
is evaluated
The main objective of performance appraisal is to improve employee performance,
and through it to improve the performance of the organisation.
Performance Appraisal defined
63

64. Provides the employee with feedback about his or her performance during the
period of appraisal.
Provides the management with information about all its core functions of human
resources management i.e. recruitment, training and development, compensation,
labour relations, and health and safety.
Provides a basis for judging whether the organisation recruited the right people
for its jobs.
Provides the basis from which the organisation can judge if the selection process
produced the right quality of employees in terms of the job requirements.
Suggests the organization's training and development needs.
Provides feedback to employees about their progress and the skills they need to
become eligible for advancement in their career.
Validates the compensation scheme in use. e.g. increment, bonus e.t.c
Determines employee movements i.e. transfers from one job to another,
promotion e.t.c
Benefits of Performance Appraisal
64

65. Performance standards refer to measurable indexes of the performance of an
individual or group. In this sense, a performance standard defines a performance
relationship between the employer and the employee
Quantity
of work
Quality of
work
Expenditure
control
Cost
control
Profit
Commonly Used Performance Standards
Performance Standards
65

66. Relevant
Acceptable
Definable
Attainable
Reliable
Criteria of Good Performance Standards
66
Remember the acronym RADAR

67. Rating Scales-This is basically an appraisal instrument that consists of a list of traits
against which employees' performance is evaluated. The rating scales can be in a
series of boxes or a continuous scale.
Essay Method-The essay method is the opposite of the ratings method. This
method requires the appraiser to describe in essay form statements that describe
the appraisee's strengths and weaknesses.
The Checklist Method- Consists of a list of carefully formulated statements that are
judged to be representative of the employee's performance.
Performance Standards-Many organisations set performance standards that define
the acceptable performance standards in many of their jobs
Ranking-This method requires the appraiser to arrange the employees in rank
order from the best to the poorest performer. In the ranking method, the emphasis
of the appraisal is on ranking the performance of all employees, rather than on the
analysis and evaluation of the individual's performance.
Performance Tests- An organization designs a good performance test. The
employees are required to do this test, and depending on how well they perform in
the test, they are recommended for or denied promotion. The method is widely
used by the army, particularly in the air force.
Performance Appraisal Methods
67

68. The halo error/halo effect
The rater's personal opinion of the appraisee influences the rater. For instance, if a
manager personally likes an employee, that opinion may affect the manager's
evaluation of that employee's performance.
Leniency error
This is about awarding someone high ratings, this brings inconsistencies.
Unusual strictness
This is all about being extraordinarily strict raters rating very lowly.
Central Tendency
This is about the appraiser issuing only average scores(median) to appraisee. It is
about reluctantly neither awarding high ratings nor low ratings. The grades of
such raters cluster around the middle only.
Common mistakes while Appraising
68

69. 69

70. 70