The document outlines the definition, functions, and scope of Human Resource Management (HRM), emphasizing its critical role in planning, organizing, staffing, leading, and controlling within organizations. It covers key aspects like recruitment, employee development, compensation, and the significance of managing human capital for organizational success. Additionally, it highlights the connection between employee productivity, motivation, and economic growth, while discussing various HR practices and policies essential for effective personnel management.

1. HRM Definition
Function of hrm
Scope of HRM

2. 
The five basic functions of
planning, organizing, staffing, leading, and controlling.
Organizing
Planning
Leading
Controlling

The policies and practices involved in carrying out the
“people” or human resource aspects of a management
position, including
recruiting, screening, training, rewarding, and
appraising.

3. Nature of
HRM
Prospects of
HRM
Employee
hiring
HRM
Industrial
relation
remuneration
motivation

5. Human
Resource
Development
Employee and
Labour
Relations
Safety and
Health
Compensatio
n
Staffing
Human
Resource
Management

6.  recruitment
grievance resolution
 union relations

 selection
 appraisal
 education and
development
 salaries, wages
 incentive plans
and benefits
forecasting
 job analysis
 attitude surveys
 validation studies


7.  People
is the key factor of production.
 Productivity is the key to measure a
nation’s economic growth potential, and
labour quality is the key to improving
productivity.
 Competition today is the competition for
talents.
 Since man is the most uncontrollable and
unpredictable variable of all production
variables, organizational success depends
on the management of people.

9.  Organization
needs: Profits,
productivity and markets.
 Individual
needs: Maslow's
Need Hierarchy
 Physiological
needs, security, belonging, selfrespect and self-actualization.

10. 




the measurement of economic growth potential.
Productivity formula: input : output
Productivity of worker is the output per hour.
Productivity of equipment is the output per every dollar
invested.
Productivity of energy is the output per every unit of
energy consumed.

11. 






Job placing.
Orienting new employees.
On-job training of employees.
Interpreting company policies
and procedures.
Conducting job appraisals.
Controlling labour costs.
Labour protection and
disciplines.




A line function: directing and
managing people in the HRM
department.
A coordinating function:
coordinating HRM activities
across the organization.
Staff functions:
Same as the HRM functions
plus labour relations and
collective bargaining with the
trade unions

14. Analysing work and designing jobs
(recruiting)
(selection)
training and development
performance management
compensation
employee relations

15. Type of human capital
Judgment
Experience
training
• Intelligence
• Relationship
• insight
Organizational
performance
• Quality
• Profitability
• Customer satisfaction

17.  The
process of deciding what positions the firm will have
to fill, and how to fill them.

The process of deciding how to fill the company’s most
important executive jobs.
Overall personnel needs
 The supply of inside candidates
 The supply of outside candidates


18. 
The study of a firm’s past employment needs
over a period of years to predict future needs.

A forecasting technique for determining future
staff needs by using ratios between a causal
factor and the number of employees needed.

Assumes that the relationship between the
causal factor and staffing needs is constant

20. Initial
Screening
Application
Blank
Pre-employment
Testing
Interviews
Reference Checks
Medical Examination

22. According to Edwin B. Flippo,“
 Recruitment is the process of searching the candidates
for employment and stimulating them to apply for jobs in
the organisation
Recruitment
 is the activity that links the employers and the job
seekers. A process of finding and attracting capable
applicants for employment

24.  Looming
undersupply of workers
 Lessening of the trend in outsourcing of jobs
 Increasingly fewer “qualified” candidates
 The
consistency of the firm’s recruitment efforts with its strategic goals
 The available resources, types of jobs to be recruited and choice of
recruiting methods
 Non recruitment HR issues and policies
 Line and staff coordination and cooperation

25. planning
selection
processing
recruiting

27. Human Resources planning
Staffing needs
Job analysis
recruitment
Pool of applicant
selection
Job performance

28. Recruitment
Planning and approval for staffing
Position announcement
Selection of recruitment strategies
Selection
Selection of „tests”
Screen, interview, and checks (reference and other)
Final selection / Negotiate and hire
Postselection considerations
28

29.  Choosing
from a pool of applicants the person or
persons who offer the greatest performance
potential.
 Completion
of a formal application form.
 Interviewing.
 Testing.
 Reference checks.
 Physical examination.
 Final analysis and decision to hire or reject.

31. Job
descriptio
n
Job
specification
Intelligence
Honesty
Aptitude
Drug
Reference
checking
Background
investigation
Personal
specification
Job analysis
testing
Selection
Training &
development
Compensation
& benefits
Labor relationships
hiring

32. Job analysis
Job description
Job specifition

34. Human Resource Planning
Tasks
Responsibilities
Duties
Recruitment
Selection
Training and
Development
Job Descriptions
Performance Appraisal
Job
Analysis
Compensation and Benefits
Job Specifications
Safety and Health
Employee and Labor
Relations
Legal Considerations
Knowledge
Skills
Abilities
Job Analysis for Teams
34

35. Job
description
work to b
done
Job
analysis
Job
specification
(necessary
personal
characters

36. Effort directed toward
producing or
accomplishing results.
distinct activity for specific
purpose
large segment of work
A grouping of
tasks, duties, and
responsibilities that
constitutes the total work
assignment for an
employee.
one or more duties for 1
person

38. Job Requirements
Recruitment
Determine recruitment qualifications
Selection
Provide job duties and job specifications
for selection process
Performance
Appraisal
Provide performance criteria for
evaluating employees
Training and
Development
Determine training needs and develop
instructional programs
Compensation
Management
Provide basis for determining employee’s
rate of pay

40. 
Broadening the scope of a job by
expanding the number of different tasks to
be performed.

Increasing the depth of a job by adding the
responsibility for planning, organizing ,
controlling, and evaluating the job.

The process of shifting a person from job
to job.
a process whereby employees rotate in and
out of different jobs.


41. Identification of the
tasks, duties, and responsibilities of a
job
The knowledge, skills, and abilities an
individual needs to perform a job
satisfactorily.

44.  Used
to further screen applicants by
gathering additional job-relevant
information.
 Common types of employment tests:
 Intelligence
 Aptitude
 Personality
 Interests

45. What Tests
Measure
Cognitive
(Mental)
Abilities
Motor and
Physical
Abilities
Personality
and
Interests
Achievement

46. Personality
testing
Physical testing
Honesty testing
Drug testing
References

47. Extraversion
 2) Agreeableness
 3) Conscientiousness
 4) Emotional stability
 5) Openness to
experience






Personality Dimension
Outgoing, talkative, social,
assertive
Trusting, goodnatured, cooperative, softhearted
Dependable, responsible, a
chievementoriented, persistent
Relaxed, secure, unworried
Intellectual, imaginative, c
urious, broad-minded
Characteristics of Person Scoring
Positively on Dimension

49. Exchange sufficient & necessary
information to decide suitability
 Social and ritual aspects. Audition.
Group/power vetting
 Candidate asserts abilities & presents
experience.
 Communicate relevant information about
job/organisation - objective & subjective
 Seduce candidate to become an
organisational member
 Satisfy candidate - give fair opportunity
 Importance of not over-selling


50. Selection Interviews
Interview Structure
Interview
Content
Interview
Administration

51. Interview
Formats
directive interview
following a set of
sequence of questions
Unstructured
or
Nondirective
Interview
Interview: non directive
ask questions as they
come to mind
Structured
or
Directive
Interview

52. Types of
Questions
Situational
Interview
Behavioral
Interview
Job-Related
Interview
Stress
Interview

54.  Inquiries
to previous employers, academic
advisors, co-workers and/or acquaintances
regarding applicant’s:
 Qualifications.
 Experience.
 Past work records.
 Can better inform potential employer.
 Can enhance candidate’s credibility.

58.  A set
of activities that provides the opportunity to
acquire and improve job-related skills.
Job rotation
Coaching
Mentoring
Modeling
Management development

60.  Base
compensation
 Salary or hourly wages
 Fringe benefits
 Additional non-wage or nonsalary forms of compensation
 Flexible benefits
 Employees can select a set of
benefits within a certain dollar
amount

61. Formally assessing someone’s work
accomplishments and providing
feedback.
 Purposes of performance appraisal:


lets people know where they stand
relative to objectives and standards.

assists in training and continued
personal development of people.