Professional Documents
Culture Documents
MANAGEMENT PROCESS
7. Appraising performance
7. Have some employees think their salaries are unfair and inequitable
relative to others in the organization
BASIC HR CONCEPT
1. Getting results
1. LINE MANAGER
2. STAFF MANAGER
HR AND AUTHORITY
1. AUTHORITY
The right to make decisions, directs others’ work, and gives orders.
2. STAFF AUTHORITY
Advisory relationship
a) Innovator role
3. LINE AUTHORITY
Supervisor-subordinate relationship
4. FUNCTIONAL AUTHORITY
1. A LINE FUNCTION
The HR manager directs the activities of the people in his or her own
department and in related service areas (like the plant cafeteria).
2. A COORDINATIVE FUNCTION
1. RECRUITERS
3. JOB ANALYSTS
4. COMPENSATION MANAGERS
APPROACHES TO ORGANIZE HR
1. TRANSACTIONAL HR
2. CORPORATE HR
3. EMBEDDED HR
4. CENTERS OF EXPERTISE HR
3. HR administers the appropriate tests and refers the best applicants to the
supervisor (line manager), who interviews and selects the ones he or she
wants.
THE CHANGING ENVIRONMENT OF HR MANAGEMENT
a) Took over hiring and firing from supervisors, payroll, and benefit
plans administration.
1. GLOBALIZATION
b) More pressure
c) Lower cost
e) Partnerships
2. INDEBTEDNESS (LEVERAGE)
3. TECHNOLOGICAL TRENDS
a) PDAs to communicate
b) Telecommuting
b) Service jobs
a) Demographic trends
b) Nontraditional workers
c) Retirees
d) Generation Y
a) Boom
b) Recession
TRENDS IN HRM
3. STRATEGIC HRM
5. HR PROFESSIONAL CERTIFICATION
6. MANAGING ETHICS
a) Discrimination
b) Harassment
c) Glass ceiling
d) Employee surveillance
e) Employee safety
MEASURING HR CONTRIBUTIONS
1. STRATEGY
a) The company’s long-term plan for how it will balance its internal
strengths and weaknesses with its external opportunities and threats
to maintain a competitive advantage.
KEY ASSUMPTION
2. 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.
HRM STAKEHOLDERS
a) Society
b) Organization/Owners
c) Employee
OBJECTIVES OF PM/HRM
1. PERSONAL
2. ORGANIZATIONAL
a) To recognize the role of HRM in bringing about organizational effectiveness.
b) HRM is not an end itself. It is only a means to assist the organization with its
primary objectives.
c) Simply stated, the department exists to serve the rest of the organization.
3. SOCIETAL
HR is multidisciplinary:
1. The responsibility for human resource management activities rest with each
MANAGER.
2. If a MANAGER does not accept this responsibility then HR activities will only
partially get done.
3. HR department provides strategies, systems, tools and support to Managers
to ensure effective staff management!
1. Authority: The right to make decisions, direct other’s work, and give orders.
2. Line manager: A manager who is authorized to direct the work of
subordinates and responsible for accomplishing the organization’s goals.
3. Staff manager: A manager who assists and advises line managers. HR
managers are generally staff managers.
PROSPECTS OF HR MANAGER
1. “Personnel are the fast track to the top” and “Human Resource Director are
the new corporate heroes”.
2. It is said that in the years to come, a tour of duty in the Human Resource
Department will be mandatory for any executive in Bangladesh who aims to
be Chairman or Chief Executive Officer.
OUTSTANDING PERSONAL QUALITIES
1. A lively intelligence
a. The personal function demands a marked degree of analytical ability
and great resourcefulness. Good judgment, intellectual honesty,
alertness and keen perception are also ranked high among the
desirable mental traits.
3. A compelling Manner
a. The ability to inspire confidence, to encourage friendliness and to
elicit cooperation and enthusiasm is invaluable to the pioneering
effort that will be required for him.
4. Understanding the People
a. Such understanding includes appreciation of human wants and
aspirations, of individual differences in aptitudes and abilities. It
manifests itself in an increasing effort to provide others with the
opportunities, the encouragement and the motivation of their
development.
5. A good Executive
a. He must be organization minded and know how to delegate
assignments. Since personnel departments themselves are often
complex and need a strong executive at the top, his management
ability must compare favorably with that of the other top executives
in the company.
6. A good salesman
a. Not the over aggressive type, but the kind who can sell sound
management ideas to employees and interpret labor’s ideas to the
employer. Here a good sense of values is all-important.
7. A good Negotiator
a. He should be able to conduct meetings between management and
labor without letting the arguments come to a boil, able to maintain
his own equilibrium and get a good night's sleep even after spending
an entire day at the conference table with the most arrogant of union
leaders.
END OF MIDTERM
Human Resource Management
1. Recruitment
Recruitment
Person specification – outline of the skills and qualities required of the post
holder
Applicants may demonstrate their suitability through application form,
letter or curriculum vitae (CV)
2. Selection
Selection
In-tray exercise – activity based around what the applicant will be doing,
e.g. writing a letter to a disgruntled customer
3. Employment Legislation
Employment Legislation
A) Discrimination
Race
Gender
Disability
4. Discipline
Discipline
Informal meetings
Formal meetings
Verbal warnings
Written warnings
Grievance procedures
Development
A source of motivation
Training
Similar to development:
Rewards Systems
The system of pay and benefits used by the firm to reward workers
Fringe benefits
Flexibility at work
Holidays, etc.
8. Trade Unions
Trade Unions
Productivity
Measuring performance:
Appraisal
Meant to be non-judgmental
Organizations will not pay for the value of the job but for the value of the person
Worker productivity
Quality improvement
Changing workforce
Globalization
Impact of legislation
Focuses on choice and decision-making considers all personnel is integrated with overall
corporate strategy
Forecasting demand
Recruitment sources
Recruitment methods
Legal considerations
Selection Process
Employment tests
Checks
Training
Development
3 principles of VT:
Performance Evaluation
Legal considerations
“If the system itself prevents good work, individuals will not be able to improve their
performance, even if they want to” (Deming)
Compensation
Why compensation?
Employee Relations
Rights of workers
Rights of management
Career Planning
By the individual:
An individual sets career goals and identifies the means to achieve them
Career Development
CHAPTER 5
Definition 1 – Integration
HRM is a series of integrated decisions that form the employment relationships; their quality
contributes to the ability of the organizations and the employees to achieve their objectives
Definition 2- Influencing
HRM is concerned with the people dimensions management. Since every organization is
made up of people ,acquiring their services, developing their skills , motivating them to
higher levels of performance and ensuring that they continue to maintain their
commitment to the organization are essential to achieving organizational objectives.
This is true regardless of the type of the organization- govt, business education, and health,
recreational or social action
Definition 3 Applicability
To select right person, at the right place for the right job.
HRM PM
New add-ons like training programmes could A routine activity meant to hire new
be invoked in HRM employees having fixed grades & to
maintain personnel records.
SCOPE OF HRM
HRM starts from the employees entry till the exit of the same and hence covers everything
under the sun.
Activities:
HR Planning
Orientation & Placement, Training & Development eg: team work practiced, Individual
practice.
Employee and Executive Remuneration Eg- some prefer low base of salary & individual
negotiation , some prefer collective bargaining
Role of HRM
Advisory Role
Personnel Policies
Personnel Procedures
Functional Role
Service Role
HR Managers Today Future
Resources
Organizational goals
Problem Solver
Change Agent
Planning- plan & research about wage trends, labor market etc
Organizing- manpower and resources
Staffing- recruitment & selection
Directing- issuance of orders and instructions to follow plan of action
Controlling – to regulate the activities
Employee Engagement
Attrition
Relationship which the managers in an organization deal with one another are classified into
two categories
Line and staff
Receiving and giving instructions or orders. Important as one gets work done through people.
4. Organization of personnel function depends on the size, structure, range and depth of
actions, needs, capacities, nature and location of organization.
Personnel Research
HRM is a tool that helps managers to plan, recruit, select, train, develop, remunerate, motivate
and make maximum utilization of human and non human resources for the organization and
society at large.
“One machine can do the work of fifty ordinary men. No machine can do the work of one
extraordinary man.”- Elbert Hubbard
CHAPTER 6
◦ The linking of the human resource function with the company’s strategies to
accomplish that strategy.
The process by which management ensures it has the right number and kinds of people
in the right places at the right time, who are capable of helping the organization achieve
its goals
Staffing
◦ Filling a firm’s open positions; also, the personnel process that includes six steps:
job analysis
personnel planning
recruiting
interviewing
Job Analysis
Job Analysis
◦ The procedure used to determine the duties of particular jobs and the kinds of
people (in terms of skills and experience) who should be hired for them.
Job Specification
◦
Job Description
◦ A document that identifies a particular job, provides a brief job summary, and
lists specific responsibilities and duties of the job.
Checklist
Job Analysis Questions
What are the major duties of your position? What exactly do you do?
What are the education, experience, skill, and [where applicable] certification and
licensing requirements?
What are the basic accountabilities or performance standards that typify your work?
What are the job’s physical demands? Its emotional and mental demands?
Does the job expose you to any hazards or unusual working conditions?
Employee Recruiting
Recruiting
Current employees
Advertising
The Internet
Employment agencies
◦ Public
◦ Private
Executive recruiters
Employee referrals
Walk-ins
College recruiting
Uses of Tests
Types of Tests
◦ Intelligence
◦ Mechanical comprehension
Establish rapport
Prepare
Prior knowledge about the applicant will bias the interviewer’s evaluation
The interviewer tends to favor applicants who share his or her own attitudes
The order in which information is elicited during the interview will influence evaluations
The interviewer may make a decision concerning the applicant’s suitability within the
first four or five minutes of the interview
The interviewer may forget much of the interview’s content within minutes after its
conclusion
The interview is most valid in determining an applicant’s intelligence, level of
motivation, and interpersonal skills
Structured and well-organized interviews are more reliable than unstructured and
unorganized ones
Orienting Employees
Orientation
Objectives of orientation
◦ To reduce the initial anxiety all new employees feel as they begin a new job
◦ To familiarize new employees with the job, the work unit, and the organization
as a whole
Training Employees
Training Program
◦ The process of providing new employees with information they need to do their
jobs satisfactorily.
◦ Needs analysis
◦ Instructional design
◦ Validation
◦ Implementation
Employee Training
◦ Job rotation
◦ Understudy assignments
◦ Classroom lectures
◦ Simulation exercises
◦ Vestibule training
360-degree appraisal
◦ An appraisal device that seeks feedback from a variety of sources for the person
being rated
Group-order ranking
◦ Requires the evaluator merely to list the employees in order from highest to
lowest
Paired comparison approach
◦ Each employee is compared with every other employee in the comparison group
and rated as either the superior or weaker member of the pair
MBO
◦ Employees are evaluated by how well they accomplish a specific set of objectives
determined to be critical in the successful completion of their jobs
Checklist
How to Conduct the Appraisal Interview
Performance impediments
◦ Mismatched skills
◦ Inadequate training
Discipline
Employee counseling
Compensation administration
◦ Determining a cost-effective pay structure that will attract and retain competent
employees, provide an incentive for them to work hard, and ensure that pay
levels will be perceived as fair
◦ Employee’s job
◦ Kind of business
◦ Geographic location
Social Security
Retirement programs
Health insurance
FRACT Model
Pinpoint Consequences
◦ A multistage disciplinary technique that uses oral reminders of the violated rule;
then written reminders; followed by a paid one-day leave; and finally, if the
behavior is not corrected, dismissal.
Grievance
Checklist
Guidelines for Disciplining an Employee
The rule allegedly violated should be “reasonably related” to the efficient and safe operation of
the work environment.
Make sure the penalty is reasonably related to the misconduct and to the employee’s past work
history.
Get the facts. Don’t base your decision on hearsay or “general impression.”
Affirmative Action
Affirmative Action
◦ A legislated requirement that employers make an extra effort to hire and promote those
in a protected (women or minority) group.
Diversity as Policy
What do these statistics point out about the current state of diversity in our organizations?
Norris–LaGuardia Act
Guarantees each employee the right to bargain with employers for union benefits.
Wagner Act
Prohibits unfair labor practices by unions against employers (like refusing to bargain
with the employer).
Protects union members from unfair practices perpetrated against them by their unions.
Layoff-survivor sickness
◦ The set of attitudes, perceptions, and behaviors of employees who remain after
involuntary staff reductions
◦ Provide opportunities for employees to talk to counselors about their guilt, anger, and
anxiety
END