Human Resource Management involves integrating processes to effectively acquire and utilize staff. It establishes an organization's competitive advantage and requires fundamental changes in how managers think about employees. HR must comply with employment laws regarding human rights, health and safety, labour relations, and other areas. HR planning, recruitment, selection, training, performance management, compensation, and benefits are key functions that help organizations meet their strategic goals.
This document outlines the key steps in the selection process for hiring employees. It discusses 8 steps: 1) preliminary interview, 2) receiving applications, 3) screening applications, 4) employment tests, 5) employment interview, 6) checking references, 7) medical examination, and 8) final selection and appointment letter. The purpose of the selection process is to identify candidates with the necessary qualifications, skills, and health to fill vacancies in an organization.
What Qualities An HR Professional should possessEkta Singh
To be a successfull HR one should know what are the basic qualities they should must have.This PPT taken help from Citehr will let you know what all you should have.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
This document discusses performance appraisals, including their definition, purpose, objectives, elements, and methods. Performance appraisals are used to evaluate employee performance, provide feedback, identify training needs, and form the basis for personnel decisions. Traditional methods include essay, ranking, and checklist appraisals, while modern methods include assessment centers, human resource accounting, and 360-degree feedback from multiple raters. The goal is to conduct appraisals systematically and impartially to improve employee development and organizational effectiveness.
This document discusses fundamentals of strategic human resource management. It outlines four core HRM functions: staffing, training and development, motivation, and maintenance. It also discusses four areas of an HR department: employment, training, compensation, and employee relations. External influences on HRM include the dynamic environment, laws and regulations, labor unions, and management thought. Quality HRM programs focus on rewarding productive work, offering a flexible environment, properly recruiting and retaining employees, and effective communication. Careers in HR include assistant, generalist, specialist, and executive positions.
This document defines human resource management and its key functions. It states that HRM is the process of managing human resources in an organization by planning, organizing, directing and controlling functions like procurement, development, compensation, integration and maintenance of employees. The document also outlines the managerial and operative functions of HRM and discusses the importance, objectives, role of the human resource manager, and qualitative and quantitative indicators for auditing human resource management.
This document provides an overview of human resource management (HRM). It defines HRM as the process of acquiring, retaining, terminating, developing and using human resources to achieve organizational objectives. The document outlines the meaning, definitions, objectives, nature, features, importance, process, recent trends, roles, duties, scope and functions of HRM. It also discusses the qualifications needed for a human resource manager.
This document outlines the key steps in the selection process for hiring employees. It discusses 8 steps: 1) preliminary interview, 2) receiving applications, 3) screening applications, 4) employment tests, 5) employment interview, 6) checking references, 7) medical examination, and 8) final selection and appointment letter. The purpose of the selection process is to identify candidates with the necessary qualifications, skills, and health to fill vacancies in an organization.
What Qualities An HR Professional should possessEkta Singh
To be a successfull HR one should know what are the basic qualities they should must have.This PPT taken help from Citehr will let you know what all you should have.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
This document discusses performance appraisals, including their definition, purpose, objectives, elements, and methods. Performance appraisals are used to evaluate employee performance, provide feedback, identify training needs, and form the basis for personnel decisions. Traditional methods include essay, ranking, and checklist appraisals, while modern methods include assessment centers, human resource accounting, and 360-degree feedback from multiple raters. The goal is to conduct appraisals systematically and impartially to improve employee development and organizational effectiveness.
This document discusses fundamentals of strategic human resource management. It outlines four core HRM functions: staffing, training and development, motivation, and maintenance. It also discusses four areas of an HR department: employment, training, compensation, and employee relations. External influences on HRM include the dynamic environment, laws and regulations, labor unions, and management thought. Quality HRM programs focus on rewarding productive work, offering a flexible environment, properly recruiting and retaining employees, and effective communication. Careers in HR include assistant, generalist, specialist, and executive positions.
This document defines human resource management and its key functions. It states that HRM is the process of managing human resources in an organization by planning, organizing, directing and controlling functions like procurement, development, compensation, integration and maintenance of employees. The document also outlines the managerial and operative functions of HRM and discusses the importance, objectives, role of the human resource manager, and qualitative and quantitative indicators for auditing human resource management.
This document provides an overview of human resource management (HRM). It defines HRM as the process of acquiring, retaining, terminating, developing and using human resources to achieve organizational objectives. The document outlines the meaning, definitions, objectives, nature, features, importance, process, recent trends, roles, duties, scope and functions of HRM. It also discusses the qualifications needed for a human resource manager.
The document discusses key aspects of human resource management including its purpose, objectives, challenges, and functions. The purpose of HRM is to improve employee contribution to the organization in a strategic, ethical, and socially responsible manner. The HR department helps managers achieve organizational objectives while also addressing societal and personal employee objectives. Some challenges include workforce diversity, technological changes, and government regulations. The main functions of HRM are recruitment and selection, training and development, performance evaluation, compensation and benefits administration, and employee relations.
Human resource management involves recruiting, selecting, training, developing and managing employees to achieve organizational goals. It includes human resource planning to ensure the organization has the right people with the right skills. The key components of an HRM system are recruitment, training, compensation, performance management and career development.
Human resource management deals with managing an organization's employees or human resources. The objectives of HRM are to improve employee morale and performance to accomplish organizational goals, recognize individual needs through adequate compensation and benefits, and develop a quality work environment. HRM is important for attracting and retaining talent, developing employee skills, motivating workers, utilizing resources effectively, and maintaining good employee relations. Some of the key challenges faced by HR managers include a changing workforce, globalization, quality improvement demands, and adapting to changing employee expectations.
The document discusses various aspects of human resource management including definitions, scope, and key functions like recruitment, selection, and training. It defines HRM as concerned with procuring, developing and maintaining a firm's workforce. Recruitment aims to attract suitable candidates while selection differentiates applicants to identify the best fit. Training helps develop employees' skills and align them with organizational objectives.
The document discusses key aspects of human resource management including:
1. Human resource planning involves forecasting staffing needs, analyzing jobs, and matching supply and demand.
2. The staffing process includes recruitment, selection, and orienting new employees.
3. Developing employees involves training, performance appraisal, and promotion or transfer opportunities.
4. Compensation and benefits include direct pay, indirect benefits, and motivation theories like Maslow's hierarchy of needs.
The document provides an overview of human resource management (HRM). It discusses the objectives of HRM including improving employee morale and utilizing skills efficiently. It covers key topics such as the importance of HRM for corporate, professional, social and national development. Other sections describe functions of HRM like planning, staffing and development. The document also discusses the evolving role of HR managers in India and factors influencing HRM like technology, laws and the labor market. Overall, the document presents a comprehensive introduction to the concepts, objectives and processes involved in HRM.
The document summarizes a final project report on human resource management at Akhuwat, a nonprofit organization providing interest-free microfinancing in Pakistan. It includes an acknowledgement, dedication, executive summary describing Akhuwat's HR system, details on the organization such as funding, history, and HR processes for planning, recruitment, selection, and more. The document examines how Akhuwat implements important HR functions according to its mission and culture.
This document discusses the key functions of human resource management including planning, organizing, directing, and controlling personnel. It outlines the managerial functions of recruitment, training and development, remuneration, motivation, and maintaining employee records. Finally, it mentions the importance of industrial relations and ensuring proper separation from employees when they leave the organization.
This document summarizes the key functions of human resource management (HRM). It discusses HRM activities like recruitment, selection, deployment, retention, and promotion. It outlines the main HRM functions as acquisition, development, performance and compensation, motivation and maintenance, and industrial relations. Acquisition involves HR planning, recruitment, selection, orientation, and training. Development includes performance appraisal and training programs. Performance and compensation refers to compensation systems and incentives. Motivation and maintenance covers benefits, health and safety, and worker relations. Industrial relations manages discipline, grievances, and disputes.
The document discusses key concepts in human resource management including definitions, objectives, scope, importance, evolution, and differences between HRM and personnel management. It covers topics such as job analysis, demand and supply forecasting techniques, HR planning, and managing the employment of human resources.
Overview of human resource management system & functionRita Choudhary
This document provides an overview of key human resource management concepts and processes. It begins with the session objectives of introducing HRM, defining HRM functions, and understanding recruitment, training, performance appraisal, compensation and benefits, and HR roles and responsibilities. It then defines HRM and describes common HR manager functions. The main HRM functions are outlined as manpower planning, recruitment and selection, training and development, compensation and benefits, performance appraisal, industrial relations, and employee services. Recruitment, selection, training, performance appraisal, compensation, benefits, and changing HR roles are then described in more detail.
The document discusses human resource management processes at Mobilink GSM, including planning, recruitment, selection, orientation, training, performance management, and career development. It provides details on Mobilink's policies and procedures for each HRM function, such as integrating planning with strategic goals, using internal and external recruitment sources, and conducting a probationary period for new hires. Mobilink aims to develop employees' skills and provide opportunities for career growth through formal training programs and performance reviews.
SCOPE -FUNCTIONS-OBJECTIVES OF HRM by BASAWARAJ GUJAGONDBasawaraj Gujagond
This presentation summarizes the scope, functions, and objectives of human resource management. It discusses the activities HRM encompasses from the entry to exit of employees. These activities are grouped into seven categories that define the scope of HRM, including introduction to HRM, employee hiring, remuneration, motivation, maintenance, industrial relations, and prospects. The functions of HRM are also explained in relation to social, organizational, functional, personal, and managerial objectives. Key HRM operational functions include procurement, development, compensation, integration, and maintenance.
what is human resource management. functions of human resource management.scope and importance of human resource management, process of recruitment. forecasting, planning personnel planning and succession planning, attracting, using selection tools,and finally hiring new candidates and all about recruitment process.
This document provides an overview of human resource management and core HR functions such as recruitment and selection. It defines human resource management as managing people in organizations in a structured manner, covering activities like staffing, retention, compensation, and exits. The core HR functions discussed are job analysis, human resource planning, recruitment, selection, compensation and benefits, training, performance management, and career development. Recruitment sources and standard operating procedures for recruitment and selection are also outlined, including steps from job requisition to reference checks and new employee onboarding.
Here is my suggested order of priority for the most important characteristics of a superstar HR manager in the 21st century:
1. E. Understands the business/industry
2. C. Has a strategic mindset
3. A. Good with people
4. D. Knows HR content
5. B. Operationally efficient
6. G. Compassionate
7. F. Compliance Expert
Understanding the business and having a strategic mindset are most critical so the HR function can effectively support business goals and strategy. Strong interpersonal skills and HR expertise are also very important. Operational efficiency, compliance, and compassion are still valuable but less central to being a true strategic partner and driving
CONCEPT OF HUMAN RESOUCE MANAGEMENT pptJAANVIARORA1
CONCEPT OF HUMAN RESOUCE MANAGEMENT
Topics Include
1. CONCEPT
2. DEFINE HRM
3. ROLE OF HRM
4. FUNCTIONS OF HRM
5. NATURE OF HRM
6. SCOPE OF HUMAN RESOURCE MANAGEMENT
7. OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
8. IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
9. VIDEO ON IMPORTANCE OF HRM
10. HR LESSONS FROM MOVIE DANGAL
NURSING MANAGEMENT AND EDUCATION
PLACING PEOPLE TO SUITABLE JOB IS A MUST FOR ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES. FOR THIS PURPOSE, SUITABLE METHODS ARE TO BE EMPLOYED TO DETERMINE EFFICIENCY, KNOWLEDGE, SKILLS AND ATTITUDE OF PERSONNEL SO AS TO DEPLOY THEM IN AREAS WHERE THEY CAN MAKE BEST USE OF THEIR SKILLS.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.
The document discusses the key aspects of human resource management (HRM) in an organization, including HR planning, recruitment, selection, training, performance management, compensation, and labor relations. It notes that laws and regulations influence HRM and outlines some of the primary areas of employment legislation such as anti-discrimination laws. The document also provides an overview of different HRM processes and tools used in organizations.
The document discusses the key aspects of human resource management (HRM) in an organization, including HR planning, recruitment, selection, training, performance management, compensation, and labor relations. It notes that laws and regulations influence HRM and outlines some of the primary areas of employment legislation that managers must understand and comply with, such as those protecting individuals from discrimination and ensuring health and safety standards. The document provides an overview of various HRM processes and tools used by organizations.
The document discusses key aspects of human resource management including its purpose, objectives, challenges, and functions. The purpose of HRM is to improve employee contribution to the organization in a strategic, ethical, and socially responsible manner. The HR department helps managers achieve organizational objectives while also addressing societal and personal employee objectives. Some challenges include workforce diversity, technological changes, and government regulations. The main functions of HRM are recruitment and selection, training and development, performance evaluation, compensation and benefits administration, and employee relations.
Human resource management involves recruiting, selecting, training, developing and managing employees to achieve organizational goals. It includes human resource planning to ensure the organization has the right people with the right skills. The key components of an HRM system are recruitment, training, compensation, performance management and career development.
Human resource management deals with managing an organization's employees or human resources. The objectives of HRM are to improve employee morale and performance to accomplish organizational goals, recognize individual needs through adequate compensation and benefits, and develop a quality work environment. HRM is important for attracting and retaining talent, developing employee skills, motivating workers, utilizing resources effectively, and maintaining good employee relations. Some of the key challenges faced by HR managers include a changing workforce, globalization, quality improvement demands, and adapting to changing employee expectations.
The document discusses various aspects of human resource management including definitions, scope, and key functions like recruitment, selection, and training. It defines HRM as concerned with procuring, developing and maintaining a firm's workforce. Recruitment aims to attract suitable candidates while selection differentiates applicants to identify the best fit. Training helps develop employees' skills and align them with organizational objectives.
The document discusses key aspects of human resource management including:
1. Human resource planning involves forecasting staffing needs, analyzing jobs, and matching supply and demand.
2. The staffing process includes recruitment, selection, and orienting new employees.
3. Developing employees involves training, performance appraisal, and promotion or transfer opportunities.
4. Compensation and benefits include direct pay, indirect benefits, and motivation theories like Maslow's hierarchy of needs.
The document provides an overview of human resource management (HRM). It discusses the objectives of HRM including improving employee morale and utilizing skills efficiently. It covers key topics such as the importance of HRM for corporate, professional, social and national development. Other sections describe functions of HRM like planning, staffing and development. The document also discusses the evolving role of HR managers in India and factors influencing HRM like technology, laws and the labor market. Overall, the document presents a comprehensive introduction to the concepts, objectives and processes involved in HRM.
The document summarizes a final project report on human resource management at Akhuwat, a nonprofit organization providing interest-free microfinancing in Pakistan. It includes an acknowledgement, dedication, executive summary describing Akhuwat's HR system, details on the organization such as funding, history, and HR processes for planning, recruitment, selection, and more. The document examines how Akhuwat implements important HR functions according to its mission and culture.
This document discusses the key functions of human resource management including planning, organizing, directing, and controlling personnel. It outlines the managerial functions of recruitment, training and development, remuneration, motivation, and maintaining employee records. Finally, it mentions the importance of industrial relations and ensuring proper separation from employees when they leave the organization.
This document summarizes the key functions of human resource management (HRM). It discusses HRM activities like recruitment, selection, deployment, retention, and promotion. It outlines the main HRM functions as acquisition, development, performance and compensation, motivation and maintenance, and industrial relations. Acquisition involves HR planning, recruitment, selection, orientation, and training. Development includes performance appraisal and training programs. Performance and compensation refers to compensation systems and incentives. Motivation and maintenance covers benefits, health and safety, and worker relations. Industrial relations manages discipline, grievances, and disputes.
The document discusses key concepts in human resource management including definitions, objectives, scope, importance, evolution, and differences between HRM and personnel management. It covers topics such as job analysis, demand and supply forecasting techniques, HR planning, and managing the employment of human resources.
Overview of human resource management system & functionRita Choudhary
This document provides an overview of key human resource management concepts and processes. It begins with the session objectives of introducing HRM, defining HRM functions, and understanding recruitment, training, performance appraisal, compensation and benefits, and HR roles and responsibilities. It then defines HRM and describes common HR manager functions. The main HRM functions are outlined as manpower planning, recruitment and selection, training and development, compensation and benefits, performance appraisal, industrial relations, and employee services. Recruitment, selection, training, performance appraisal, compensation, benefits, and changing HR roles are then described in more detail.
The document discusses human resource management processes at Mobilink GSM, including planning, recruitment, selection, orientation, training, performance management, and career development. It provides details on Mobilink's policies and procedures for each HRM function, such as integrating planning with strategic goals, using internal and external recruitment sources, and conducting a probationary period for new hires. Mobilink aims to develop employees' skills and provide opportunities for career growth through formal training programs and performance reviews.
SCOPE -FUNCTIONS-OBJECTIVES OF HRM by BASAWARAJ GUJAGONDBasawaraj Gujagond
This presentation summarizes the scope, functions, and objectives of human resource management. It discusses the activities HRM encompasses from the entry to exit of employees. These activities are grouped into seven categories that define the scope of HRM, including introduction to HRM, employee hiring, remuneration, motivation, maintenance, industrial relations, and prospects. The functions of HRM are also explained in relation to social, organizational, functional, personal, and managerial objectives. Key HRM operational functions include procurement, development, compensation, integration, and maintenance.
what is human resource management. functions of human resource management.scope and importance of human resource management, process of recruitment. forecasting, planning personnel planning and succession planning, attracting, using selection tools,and finally hiring new candidates and all about recruitment process.
This document provides an overview of human resource management and core HR functions such as recruitment and selection. It defines human resource management as managing people in organizations in a structured manner, covering activities like staffing, retention, compensation, and exits. The core HR functions discussed are job analysis, human resource planning, recruitment, selection, compensation and benefits, training, performance management, and career development. Recruitment sources and standard operating procedures for recruitment and selection are also outlined, including steps from job requisition to reference checks and new employee onboarding.
Here is my suggested order of priority for the most important characteristics of a superstar HR manager in the 21st century:
1. E. Understands the business/industry
2. C. Has a strategic mindset
3. A. Good with people
4. D. Knows HR content
5. B. Operationally efficient
6. G. Compassionate
7. F. Compliance Expert
Understanding the business and having a strategic mindset are most critical so the HR function can effectively support business goals and strategy. Strong interpersonal skills and HR expertise are also very important. Operational efficiency, compliance, and compassion are still valuable but less central to being a true strategic partner and driving
CONCEPT OF HUMAN RESOUCE MANAGEMENT pptJAANVIARORA1
CONCEPT OF HUMAN RESOUCE MANAGEMENT
Topics Include
1. CONCEPT
2. DEFINE HRM
3. ROLE OF HRM
4. FUNCTIONS OF HRM
5. NATURE OF HRM
6. SCOPE OF HUMAN RESOURCE MANAGEMENT
7. OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
8. IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
9. VIDEO ON IMPORTANCE OF HRM
10. HR LESSONS FROM MOVIE DANGAL
NURSING MANAGEMENT AND EDUCATION
PLACING PEOPLE TO SUITABLE JOB IS A MUST FOR ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES. FOR THIS PURPOSE, SUITABLE METHODS ARE TO BE EMPLOYED TO DETERMINE EFFICIENCY, KNOWLEDGE, SKILLS AND ATTITUDE OF PERSONNEL SO AS TO DEPLOY THEM IN AREAS WHERE THEY CAN MAKE BEST USE OF THEIR SKILLS.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and evolution in India. HRM involves acquiring, retaining and motivating human resources in an organization. Its functions include staffing, development, compensation, and maintenance. The objectives of HRM are to meet societal, organizational, functional and personal objectives. HRM has evolved from a welfare focus in the 1920s-1930s to becoming a business partner by the 1990s in India. Studying HRM is important because people are an organization's core strength and competitive advantage.
The document discusses the key aspects of human resource management (HRM) in an organization, including HR planning, recruitment, selection, training, performance management, compensation, and labor relations. It notes that laws and regulations influence HRM and outlines some of the primary areas of employment legislation such as anti-discrimination laws. The document also provides an overview of different HRM processes and tools used in organizations.
The document discusses the key aspects of human resource management (HRM) in an organization, including HR planning, recruitment, selection, training, performance management, compensation, and labor relations. It notes that laws and regulations influence HRM and outlines some of the primary areas of employment legislation that managers must understand and comply with, such as those protecting individuals from discrimination and ensuring health and safety standards. The document provides an overview of various HRM processes and tools used by organizations.
This document provides an overview of key concepts in strategic human resource management, including recruitment and selection, training and development, performance appraisal, compensation and rewards systems, unions and labor laws. It discusses internal and external recruitment sources and selection methods such as interviews and tests. It also outlines training types, performance appraisal methods, factors in designing reward systems, and how unions and laws influence HR.
This document outlines learning outcomes and content for a human resource management course. It covers topics such as the HR process, legal regulations, employment planning, recruitment and selection, training, performance evaluation, compensation and benefits, diversity, sexual harassment, labor relations, workplace violence, and downsizing. Key aspects of each topic are defined, such as the components of a job analysis, traditional recruiting sources, selection devices and biases, and types of employee benefits. Laws impacting HR practices and major federal employment laws are also summarized.
The document outlines the key aspects of human resource management (HRM) including:
1) HRM involves selecting, training, and evaluating employees which helps organizations gain a competitive advantage.
2) The HRM process includes ensuring competent employees are hired, providing training, and retaining high-performing staff.
3) Key aspects of HRM include planning staffing needs, recruiting candidates, selecting employees, orientation, training, performance management, compensation, and career development.
This document discusses key aspects of human resource management (HRM), including defining HRM, its importance in organizations, and its core functions. Some main points covered are:
- HRM involves managing human resources to maximize employee performance and achieve organizational goals through recruitment, training, and development.
- Important aspects of HRM include recruitment and training, performance management, and maintaining workplace culture and employee compensation.
- Effective HRM processes include identifying and selecting competent employees, providing skills training, and retaining high-performing staff.
- HRM must consider various factors like labor unions, government regulations, and diversity and work-life balance issues.
The document discusses several key aspects of human resource management including:
1. The functions of HRM including recruiting, training, and retaining employees.
2. The legal environment surrounding HRM and how employment laws differ globally.
3. The employee planning process including assessing needs, developing programs, and inventorying human resources.
4. Selection methods such as interviews, tests, and ensuring validity and reliability.
5. Performance management, compensation, benefits, and addressing issues like diversity, harassment, and unions.
The document discusses future metrics for measuring the impact and effectiveness of HR. It begins by outlining three levels of metrics: efficiency, effectiveness, and impact. Efficiency measures resources and investments, effectiveness examines policies and practices, and impact evaluates the link between human capital and business success.
It then examines the changing role of HR from administrative expert to strategic partner. While more HR professionals see themselves as strategic partners, time spent on strategic activities has not increased. The document also reviews internal and external benchmarks for measuring HR. Finally, it emphasizes the need to demonstrate how HR drives business performance through impact metrics that link human capital to value creation.
The document discusses human resource management and staffing in an organization. It covers recruiting qualified personnel, developing existing staff through training and performance reviews, compensation and benefits, and maintaining employee satisfaction. The challenges for an IT manager include justifying new hires, utilizing internal referrals and the HR department for recruiting, and determining whether to hire full-time employees or consultants based on needs and budget.
The document discusses several aspects of human resource management including recruitment, selection, training and development. It defines recruitment as the process of finding and hiring qualified applicants. The recruitment process involves planning, developing strategies, searching, screening, and evaluating applicants. Selection is described as the most important HR function as it ensures the right people are hired. The selection process consists of preliminary interviews, tests, employment interviews, reference checks, job offers, and evaluations. Training and development helps improve employee performance through determining needs, setting objectives, implementing programs, and evaluating outcomes. The goal of HR management is to maximize organizational objectives through effective governance of employee policies and systems.
Effects Of Hr Practices On Organizational PerformancePatricia Johnson
The document discusses how effective human resource practices can benefit an organization, noting that recruitment and selection, employee relations, and compensation and benefits are key HR disciplines where best practices can provide the highest return on investment. It also defines human resource management as the logic, systems, strategies, and practices related to managing an organization's employees in a way that engages, develops, motivates, and retains a high-performing workforce to achieve organizational success. The document appears to analyze HR practices at Nestle Bangladesh Ltd.
The document discusses key aspects of human resource management including human resource planning, employment laws, recruiting qualified employees, selection techniques, training methods, performance appraisal, compensation, and employee separation. It provides details on topics such as internal and external forecasting for human resource planning, federal employment laws, recruiting through job postings and external sources, selection tools like interviews and tests, common training methods, evaluating training programs, addressing errors in performance appraisal, types of compensation, and managing turnover.
The document provides an overview of human resource management (HRM) policies and practices. It discusses key topics such as human resource planning, recruitment and selection, training and development, performance appraisal, and employee relations. The summary highlights that HRM involves developing strategies and policies to manage people for business performance. It also notes that training, performance reviews, and maintaining good employee relations are important aspects of HRM.
Introduction to Staffing - An Essential Human Resources Function - Aditya Das...Aditya Dasgupta
The document discusses key aspects of human resource management and staffing processes. It covers topics like human resource planning, recruitment, selection, training and development, performance management, compensation and benefits.
It emphasizes the importance of job analysis in understanding job requirements and specifications. The recruitment and selection processes involve multiple steps from attracting candidates to making the final hiring decision. Performance appraisal is used to evaluate employee performance and potential. Strategic workforce planning aims to address current and future staffing needs.
Basic Supervisory Skills Training Presentation. Includes placeholders for customized company info and training games. Topics covered include:
Interviewing, Performance Evaluations,
Coaching & Communication, and Progressive Discipline. NOTE: handwritten fonts don't convert in SlideShare and were replaced with ComicSans.
This chapter discusses the nature and importance of staffing. It defines staffing as acquiring, deploying, and retaining a workforce of sufficient quality and quantity to positively impact organizational effectiveness. The chapter outlines different staffing models including focusing on staffing quantity through levels and staffing quality through person-job and person-organization matches. It also discusses the key components of an effective staffing system and strategy, including making decisions around staffing levels and quality. Finally, it emphasizes the importance of ethical practices in staffing.
The document discusses future directions and metrics for the human resources (HR) function. It outlines three levels of metrics - efficiency, effectiveness, and impact - and provides examples of metrics for various HR areas like staffing, compensation, and training. It emphasizes measuring how HR drives business performance and aligns with strategic goals. HR must shift from an administrative to strategic partner role by understanding the business strategy and developing people strategies that execute the business model.
The document discusses key aspects of human resource management including the importance of employees, functions of HR such as recruitment and training, motivation theories and methods, and processes such as identifying job vacancies, conducting interviews, and providing employee training and development. It also covers topics like employee relations, legislation, and industrial actions.
Similar to My ppt @ becdoms on human resource management (20)
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2. Human Resource Management The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way
3. Strategic Human Resource Management (Exhibit 9-1) External Environment Organization HR planning Recruitment Selection Organizational and work design Training and development Performance review Compensation Labour relations
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9. Human Resource Planning Assessing Future Human Resource Needs Assessing Current Human Resources Developing a Program to Meet Needs
25. Employee Training What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? What behaviours are necessary? Is there a need for training? What are the strategic goals of the organization? What tasks must be completed to achieve goals?
31. Factors That Influence Compensation Level of Compensation and Benefits FOM 9.29 Unionization Employee’s tenure and performance Kind of job performed Size of company Management philosophy Kind of business Geographical location Labour- or capital-intensive Company profitability
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Editor's Notes
1
The quality and effectiveness of the organization is determined by the quality of the people that are employed. Success for most organizations depends on finding the employees with the skills to successfully perform the tasks required to attain the company’s strategic goals. Management decisions and processes for dealing with employees are critical to ensure that the organization gets and keeps the right staff. In order to get the most out of staff, human resource management integrates all processes, programs, and systems in an organization designed to ensure that employees are acquired and used in an effective way.
These are the key HR processes in an organization. You will note that these processes do not function in isolation: HR management functions within the culture of the organization . And of course, the organization is impacted by its environment. By paying careful attention to these facts, an organization can recruit competent, high-performing employees who are capable of sustaining their performance over the long term. You will also see that many factors introduced in Chapter 1 (for example, globalization, technology, and demographics) directly affect all management practices, but their effect is probably greatest in the management of human resources. This is because that whatever happens to an organization ultimately influences what happens to its employees.
HRM not only can be a strategic tool, it can also help establish an organization’s sustainable competitive advantage. Retaining good workers has become even more important as it is projected that there will be a shortage of nearly a million workers in Canada in the future. Achieving competitive success through people requires a fundamental change in how managers think about their employees and how they view the work relationship. It involves seeing employees as “partners” not just as costs to bed minimized or avoided. And as shown in the example in E-Business and Management, banks are outsourcing HR transactions so that its HR energies are focused on working with business leaders to achieve business results.
Since the mid-1960s, federal and provincial legislation has greatly influenced human resource management. As a result, employers must ensure that managers and supervisors, as well as employees, understand the company’s and their obligations under the laws. For example, decisions as to who will be hired must be done without regarding to race, gender, religion, etc. The four primary areas of employment laws will be discussed in more detail.
The most significant impact on human resource management comes from human rights legislation. This is the legislation that protects individuals and groups from discrimination and harassment in many areas of employment. Discrimination is prohibited on a number of groups (refer to Exhibit 9-2) and requires that decisions are made impartially. Harassment is also covered by human rights legislation. Generally speaking, harassment includes any and all forms of unwelcome behaviour. Most of the focus on the last several years has been on sexual harassment --any unwanted activity of a sexual nature that affects an individual’s employment. Sexual harassment is a serious issue in both public and private sector organizations and it is a global issue. Managers must be vigilant to prevent this or else there are costly consequences to the organization.
The other three primary areas of employment legislation is: Employment standards--refers to the basic or minimum employment conditions in any organization. Includes things such as minimum wage, hours of work, what constitutes overtime pay, etc. Health and safety--applies to all organizations and recent changes have placed more responsibility on employees for the creation and maintenance of a healthy and safe work environment. This legislation also provides a monetary payment if a person is injured on the job. Labour relations--governs the relationship between a trade union and an employer. As a result, not all organizations are covered by this legislation--only those that have unionized employees.
It is important to note that employment laws are not universal. Even the employment legislation in the US is different than in Canada where the laws in the U.S. are more centralized whereas the employment laws in Canada are decentralized to the provincial level. Likewise, employees in Mexico are more likely to be unionized than in Canada and Australia’s discrimination laws weren’t enacted until the 1980s where only women are protected.
6 Since it is important to have the right people in the right jobs at the right time, human resource planning is the process to achieve that. What the organization will do is make an assessment of the current capabilities of its employees, determine what it will need in the future, and design a program to meet those needs. Depending on the organization’s objectives and strategies, demand for human resources is contingent upon demand for the organization’s products or services and on the levels of productivity. After estimating total revenue, management can estimate the number and kinds of human resources needed to obtain those revenues. After it has assessed current capabilities and future needs, management can estimate future human resources shortages and over-staffing. Then, it can develop a program to match these estimates with forecasts of future labour supply.
7 Once managers know their staffing needs, they can begin to look for capable people to fill those needs. The process to do this is called recruitment. It is a process that locates, identifies, and attracts capable candidates for the work. For many organizations, this has become a critical activity. As the business demands change, so do the skills required. And there are some skill sets that are in high demand which means organizations have to have a good plan to locate the people with the unique skills.
8 But where do companies go to recruit employees? Many companies are finding new employees through the Internet. Organizations that are looking for people with a high-level of technological skills may focus their recruitment efforts by using the Internet. The web sites of organizations frequently have a link for enabling the browser to submit a resume. The source that is used should reflect the labour market, the type or level of position, and the size of the organization. Are certain recruiting sources better than others? Recent studies have demonstrated that employee referrals generally produce the best candidates. This is because current employees screen applicants before referring them. Second, current employees believe that their reputations with the firm will be reflected in the candidates that they recommend; so, they refer only those who they believe will not make them look bad. Employee referrals, however, may not generate the diversity and mix of employees that is desirable.
10 After the completion of the recruitment process, the manager needs to decide who to hire. Selection is essentially both a prediction exercise and a decision-making exercise. In the prediction exercise, the manager is predicting which applicant will be successful on the job is hired. The manager is also undertaking a decision-making exercise--choosing among choices. It is important to always keep in mind that the manager is selecting the person who can best meet the needs of the organization.
12 Are there ways that managers can ensure that the decision achieves the desired outcome? For any selection tool to be effective, it must be both reliable and valid. Reliability refers to the degree that the selection tool measure the same thing from one time to another. An example would be that a test needs to measure the same attribute from one time to another. The concept is similar to being able to rely on the temperature gauge on an oven. If you set the oven for 350Þ, you want to know that the temperature in the oven will be 350Þ from one time to another.
13 As mentioned earlier, for the selection tool to be effective, it must also be valid. Validity refers to the relationship of the selection tool to some relevant factor in the job. For example, if the person needs to be able to input data quickly into a data base, then it would be appropriate to assess the person for keyboarding skills. However, if the person infrequently did any data entry, then assessing how fast the person keyboards may not be a valid measure.
15 Managers can use a number of selection techniques to make good hiring decisions. The most widely-used selection tool is the interview. However, interviews are often neither reliable nor valid. Therefore, the person with the best interview skills often gets the job, even though he or she may not be the most qualified. Interviews are valuable for assessing an applicant’s intelligence, level of motivation, and interpersonal skills. Unstructured interviews are conducive to interviewer biases: favouring applicants who share their values, giving undue weight to negative information, and allowing the order in which applicants are interviewed to influence evaluations. Structured interviews provide standardized sets of questions, uniform methods of recording information, and standardized ratings of the qualifications of applicants. If interviews are not well structured and standardized, they can be biased. There have been a number of research findings on interviews which can be summarized as follows: Prior knowledge about the applicant will bias the interviewer. Interviewers hold stereotypes about what represents “good” applicants. Interviewers favour applicants who share their own attitudes. The order in which applicants are interviewed affects assessments of candidates. Negative information is given unduly high weight. Interviewers determine an applicant’s suitability in the first five minutes of the interview. Interviewers forget much of an interview’s content within minutes after it has been ended. Interviews are most valid in determining an applicant’s intelligence, motivation, and interpersonal skills. Structured, well organized interviews are more effective than those that are loosely organized.
There are two general types of interviews: non-directive and structured. Non-directive interviews provide the maximum latitude to the person being interviewed--questions are broad and open-ended. Within structured interviews, there are panel, situational and behavioural description. The panel interview has a number of people involved each observing and making notes. The situational interview focuses on asking applicants about hypothetical situations. For example, “It is the end of your shift and someone calls in sick. What would you do?” The behavioural description interview, on the other hand, focuses on asking the applicant about a situation that they have experienced. For example, “Describe a time that you had a customer screaming at you. What did you do and what was the outcome?”
Written tests were widely used until the early 1960s when they fell into disfavour. They were frequently characterized as discriminatory and not job related. However, since well-constructed tests can help predict success on the job, tests have made a comeback. It is, though, important that organizations use tests that are reliable and valid and have been designed to measure the skill or ability. Good tests can help reduce the likelihood of making a poor hiring decision.
Reference checks occur when a potential employer contacts previous employers to verify information that the applicant has provided. It is important to ask good questions in order to get the information necessary to make a good hiring decision.
17 Besides having the requisite knowledge, skills, and abilities to perform on the job, new hires must be socialized to the organization’s culture (orientation) and trained to do the job (training). Orientation is a process whose major objectives are to reduce the anxiety level that all new employees feel; to familiarize them with the job, the work unit, and the organization; and to embed organizational values, beliefs, and accepted behaviours. Successful orientation maximizes new hire on-the-job success and minimizes turnover.
Training and development is important to ensure that people continue to learn skills, etc. to help the company be successful. Employee training is a learning experience that seeks a relatively permanent change in employees such that their ability to perform at their current job improves. This may mean changing what employees know, how they work, or their attitudes toward their jobs, co-workers, managers, and the organization. Management is responsible for deciding when employees are in need of training and development and what form it should take.
18 However, before any training takes place, and organization should determine is training is the appropriate intervention. Managers can be alerted to training needs by numerous signals: for instance, productivity related signals like decreases in output and quality or increases in accidents; and, future elements like jobs that have been redesigned or technological breakthroughs. Most training takes place on the job. Such training is convenient and cost effective. But, on-the-job training can disrupt the workplace, and some skills are too complex to learn on the job. In such cases, training should take place outside of the work setting.
20 It is important for managers to help their employees achieve the results expected. This is done through managing the performance of the employees the manager is responsible for. In managing performance, the manager identifies and communicates the expected performance standards and then evaluates or measures the performance against the standard. There are a variety of ways to assess a person’s performance which we will review next.
21 There are several ways in which managers can evaluate or measure the performance of their employees. Written essays that describe an employee’s performance and suggestions for improvement require no complex forms or extensive training. But a good or bad appraisal may depend as much on the writing skill of a manager as on the actual performance of an employee. With the critical incidents method, the appraiser writes down what an employee did that was especially productive or counterproductive. The key is to cite specific and key behaviours. With graphic rating scales , performance factors are listed such as quantity and quality of work, depth of knowledge, or initiative. The appraiser then rates each factor on an incremental scale. This method cannot provide the depth of information of essays or critical incidents, but it is less time consuming to develop and administer, and yields results that can be quantified. Behaviorally anchored rating scales BARS combine the critical incidents and graphics rating scale approaches. The appraiser rates employees on items along a continuum. The points along the scale are examples of actual on-the-job behaviour rather than general descriptions or traits. Multiperson comparisons are relative measuring devices. Group order ranking requires the rater to place employees into a particular classification, such as the top one-fifth. Individual ranking orders employees from best to worst. Paired comparisons rank each employee with all other employees and rates each as either the weaker or superior member of the pair. MBO, which was discussed in Chapter 5, assesses employees on how well they accomplish a specific set of objectives that have been determined to be critical in the successful completion of their jobs. Because MBO emphasizes ends rather than means, this method allows managers to choose the best path for achieving their goals. A 360-degreereview seeks feedback for the person being rated from a variety of sources: such as peers, supervisors, and customers. Research shows that 360-degree appraisals offer more accurate feedback, empower employees, reduce subjective factors in evaluation, and develop leadership in an organization.
If an employee not meeting the performance goals, the manager needs to determine what is going on. It could be because the employee is mismatched for the job or because the training was insufficient. If this is the case, the manager can either reassign the person to more suitable work or to train the person. However, if the problem results from the person not desiring to do the job, then it is a discipline problem. If the employee has a discipline problem , the manager can rely on employee coaching and disciplinary action. A process intended to help an employee overcome performance-related problems, employee coaching attempts to discover and remedy the reasons for poor performance. Employee coaching can benefit both the company and the employee. But, if the worker either cannot or will not accept help, then management must use discipline to enforce the expected performance or acceptable behaviours and actions of the organization.
23 How does management decide who will get paid $12.65 an hour and who will receive $325,000 per year? The answer lies in compensation administration : the process of determining a cost-effective pay structure that attracts and retains competent employees, provides incentives for hard work, and ensures that pay levels will be perceived as fair. The primary determination of pay is the kind of job an employee performs: that is, the higher the skills, knowledge, and abilities—and the greater the authority and responsibility—the higher the pay. Other factors which influence employee compensation are the nature of the business, the environment surrounding the job, geographic location, and employee performance levels and seniority. Regardless of these factors, there is one other most critical factor: management’s compensation philosophy. Some organizations don’t pay employees any more than they have to while other organizations want to pay people above are salary levels.
There are a number of factors that can influenced compensation levels. This slide (Exhibit 9-7) displays the various factors. For example, private-sector jobs typically provide higher rates of pay than comparable positions in public and not-for-profit jobs. Likewise, employees who have been with an organization for a long time may have had a salary increase each year. Because skill levels tend to affect work efficiency and effectiveness, many organizations have implemented skill-based or competency-based pay systems. These types of systems reward employees for the job skills and competencies they can demonstrate. These systems also tend to mesh nicely with the changing nature of work and today’s work environment. But the most critical factor is management’s compensation philosophy.
24 In addition to the salary or wage an employee receives, the employee will usually have some employee benefits. As indirect financial rewards intended to enrich employee’s lives, today’s employee benefits programs seek to provide something that each employee can value. Some of the benefits are required by legislation such as Canada Pension Plan while others are voluntarily provided such as life insurance coverage. The scope of these benefits varies considerably.
Both employers and employees have an obligation to follow health and safety legislation. There is a growing concern for safety on the job because no organization is immune from workplace violence. Companies want to prevent violence from occurring. But because the circumstances of each incident are different, a specific plan of action for companies is difficult to detail. However, several suggestions can be made. First, the organization must develop a plan to deal with the issue. Furthermore, organizations must train managers to identify troubled employees before the problem results in violence. Organizations should also implement stronger security measures.
Labour relations refers to the relationship that exists between an organization and a union. It has evolved over time and is governed by legislation. The role of the union is to be the voice of employees, particularly during collective bargaining. Collective bargaining produces a collective agreement which is a legal document outlining the terms and conditions of employment. If an employee or union feels that the company is violating the collective agreement, a grievance may be initiated.