1.

Introduction to Human Resource Management studies and understands different jobs within a
company
1. Basic Functions of the management process 19. HR Management Specialties
a) Planning a) Recruiter
b) Organizing b) EEO coordinator
c) Leading c) Job analyst
d) Staffing d) Compensation manager
e) Controlling e) Training specialist
f) Labor relation specialist
2. Manager: a person who is responsible for
accomplishing an organization’s goals by 20. Shared HR Groups: focuses on using
managing the efforts of the organization’s centralized call centers and outside vendors
people; accomplishing by planning, organizing, 21. Embedded HR Groups: assigned directly to a
staffing, leading and controlling department within an organization to provide
3. Planning: to establish goals and standards and localized human resource management
to develop rules and procedures assistance as needed
4. Organizing: Delegating authority to 22. Corporate HR Groups: assist top management
subordinates and establishing channels of in top-level issues such as developing the
communication personnel aspects of the company’s long-term
5. Leading: requires a manager to get others to strategic plan
get the job done, maintaining morale and 23. Human Capital: refers to the knowledge, skills,
motivating subordinates and abilities of a firm’s workers
6. Staffing: Determines what type of people you 24. On-Demand workers: Where freelancers and
should hire, recruiting prospective employees, independent contractors work when they can, on
selecting employees etc. what they want to work on, and when the
7. Controlling: requires managers to set company needs them
standards such as sales quotas, quality, 25. Nontraditional worker: workers with multiple
standards or production levels jobs; who are temporary or part-time workers
8. Human Resource Management: a process of 26. Unbalanced Labor Force: the recent trend
acquiring, training, appraising, and where in some occupations, unemployment
compensating employees, and attending to their rates are low, while in others unemployment
labor relations rates are still very high and recruiters can’t find
9. Human Resource Management’s Personnel- candidates, while in others there’s a wealth of
related activities candidates
a) Managing compensation 27. Offshoring: exporting jobs to lower-cost
b) Orienting new employees locations abroad
c) Appraising employee performance 28. Evidence-based human resource
d) Developing employee commitment management
10. Authority: The right to make decisions, to direct a) Scientific rigor
the work of others, and to give orders b) Existing data
11. Line Authority: a manager’s right to issue c) Research studies
orders to other managers; superior-subordinate d) Critical evaluation
relationship e) Critically evaluated research/case studies
12. Staff Authority: manager’s right to advise other f) Analytics
managers or employees; advisory relationship
13. Recruiter: maintains contacts within the 29. Strategic human resource management:
community and perhaps travels extensively to involves formulating and executing human
search for qualified job applicants resource policies and practices that produce the
14. Line Functions: directing the activities to their employee
subordinates; within the HR dept 30. Distributed HR: involves more and more
15. Staff functions: assisting and advising line human resource management tasks being
managers; they are also human resource redistributed from a central HR department
managers; outside of the HR department 31. HR department lever: ensuring that the human
16. Labor relations specialist: advises resource management function is delivering its
management on all aspects of union- service effectively
management relations 32. Strategic results lever: the HR manager
17. Compensation Manager: putting into place the policies and practices that
Develops compensation plans and handles the produce the employee competencies and skills
employee benefits 33. Employee engagement: being psychologically
18. Job Analyst: collects and examines information involved in, connected to, and committed to
about jobs to prepare job descriptions; who getting one’s job done
34. Ethics: the standards someone uses to decide 3. Selection: Assessing and selecting suitable
what his or her conduct should be employees
35. Communication: the competency that relates to 4. Retention: planning rewards and incentives to
the ability to effectively exchange information control labor turnover
with stakeholders 5. Exit Management: managing the termination,
36. Line managers in small organizations retirements, resignation, dismissals and
frequently handle all personnel duties without redundancies
the assistance of a human resource staff.
37. Two distinct functions carried out by human c) Performance Management
resource managers - Line function and Staff 1. Objective and competence requirement
function setting: developing and agreeing frameworks
HUMAN RESOURCE MANAGEMENT 2. Performance monitoring and appraisal: on-
going monitoring and periodic assessment of
- It is defined as the strategic approach to managing performance within agreed requirements
employment relations which emphasizes that 3. Discipline handling: managing informal and
leveraging people’s capabilities is critical to formal process to confront employee behavior or
achieving sustainable competitive advantage, this performance
being achieved through a distinctive set of integrated 4. Grievance handling: managing informal and
employment policies, programs, and practices. formal process to address individual employee
complaints
- It is associated with personnel management 5. Identifying learning and development needs:
(strategic planning and cultural change) and A continuous improvement of performance
employment relationship (people centered values,
trust, commitment, involvement and collaboration) d) Reward Management
a) Strategic Integration 1. Pay systems: developing and managing salary
b) High Commitment: Flexibility structures
c) High Quality 2. Performance pay systems: developing and
managing ways of relating pay progression or
Characteristics of HRM bonuses to results
a) To achieve strategic fit or integration between 3. Benefit schemes: developing and managing
HR and business planning; the HR policy should employee entitlements and fringe benefits
be formulated at the strategic level 4. Non-financial rewards: building non-monetary
b) The development of mutual supporting HR rewards
policies and practices; horizontal integration e) Learning and Development
c) Orientation towards commitment
d) The treatment of people as assets rather than 1. Learning Organization: creating a culture a
costs system to support individual
e) Unitarist approach to employee relations 2. Education and training: planning,
implementing, evaluating to meet identified gaps
OPERATIONAL TASKS AND ACTIVITIES in the skills required
a) Organization 3. Personal Development: facilitating individual
1. Organizational Design: structuring by learning plans and opportunities, beyond the
grouping activities, assigning immediate job
accountabilities, and establishing 4. Career management: identifying potential and
communication and authority relationships planning career development opportunities
2. Organizational Development: planning 5. Managerial development: providing education,
and implementing interventions training and opportunities to develop managerial
3. Job/role design: structuring the content competencies
and size of jobs and defining their f) Health, safety and welfare
component tasks
4. Flexible working: planning and 1. Occupational health and safety: monitoring
implementing flexible structures and and managing work environments, practices and
procedures culture. Ensuring the protection from health
hazards and accidents
b) People resourcing 2. Welfare services: providing services like
1. Human resource planning: forecasting the catering or recreational facilities, counseling and
organization’s future resource requirements for support
labor
2. Recruitment: attracting employment applicants
from the number, type, and caliber
g) Employee relations PROMOTION POLICY
1. Industrial relations: managing informal and a) All promotions are made within the firm
formal relationships with employee b) Merit and ability should be the principal
representative basis of promotion, rather than seniority
2. Employee communications: informing c) Vacancies should be advertised and open to
employees about matters relevant to their work all employees
3. Employee voice: creating consultation d) There should be full opportunities for all
opportunities for employees to contribute to employees
decision-making e) Training should be offered to encourage and
develop employees of ability and ambition in
h) HR Services advance of promotion
1. HR policies and procedures: developing and f) Scales of pay, areas of responsibility, duties
administering guidelines and systems and privileges of each post should be clearly
2. HR information systems: developing and communicated “what they are being
operating integrated systems for preparation of promoted to.
employee record-keeping RECRUITMENT
3. Compliance: ensuring that they are compliant
with relevant law, regulation and codes of Concerned with finding the applicants; to attract
practice applicants
ROLES OF HR MANAGEMENT THREE MAIN AREAS OF RECRUITMENT
PROCESS
1. Guidance role: offering specialist
recommendations and policy frameworks to a) The creation of a pool of suitable candidates
guide line management decisions b) The management of the recruitment process
2. Advisory role: offering specialist itself
information and perspectives to line c) The basis of selection
managers on employment matters
3. Service role: providing services to range of JOB ANALYSIS
internal customers The determination of the essential characteristics of
4. Control/ auditing role: analyzing personnel a job
indices, monitoring performances
5. Planning/organizing role: forecasting and Job specification – a detailed statement of the
planning, developing flexible working activities involved in the job
methods
USES OF JOB ANALYSIS
LABOR MARKET - The sphere in which labor is
bought and sold, and in which market concepts such Recruitment and Selection – for a detailed
as supply, demand and price operate with regard to description of the job vacancy
human resources.
Appraisal – to assess how well an employee has
INTERNAL SOURCES OF LABOR fulfilled the requirements

a) Retaining skilled individuals Training Programs – to assess the knowledge and

b) Transferring or deploying individuals with the skills necessary for the job
relevant skills from their current job
Rates of pay
c) Training and developing individuals in the
required skills and abilities Eliminating risks – identifying hazards
d) Exploiting contacts with present employees,
friends and family of employees who might Organizational structure – by reappraising the
be referred for vacancies purpose and necessity of jobs

PROMOTION PROGRAM JOB DESCRIPTION

a) Establishing a relative significance of jobs A broad description of a job or position; the written
b) Establishing methods of assessing staff and statement of the job that includes the necessary
their potential for fulfilling the requirements duties, responsibilities, and their organizational and
of more senior positions operational interrelationships.
c) Planning in advance for training to enhance
JOB DESCRIPTION CONTENTS
potential and develop specific skills
d) Policy regards to internal promotion or a) Job title
external recruitment and training b) Job Summary
c) Job scope and content
 d) Authority and responsibility
e) Relation of job
f) Conditions of employment
g) Opportunities
h) Expected results
i) Any qualifications required
JOB DESIGN
Specifies the contents of jobs in order to satisfy work
requirements
JOB ROTATION
The movement of employees from one task to
another
JOB ENLARGEMENT
Combining previously fragmented tasks into one job,
to increase the variety and meaning of repetitive
work
JOB ENRICHMENT
Aims to maximize the interest and challenge of work
by providing the employee with a job that has these
characteristics:
Complete piece of work
It affords the employee as many variety, decision-
making responsibility and control
It provides direct feedback through the work itself
ORGANIZATION DEVELOPMENT
Systematic approach to improving organizational
capability
A system wide process of data collection, diagnosis,
action planning, intervention, and evaluation
MOTIVATION
Mental process: setting in motion the required
behaviors (also called Intrinsic Motivation)
Intrinsic Motivation: arises from factors and
process within the individual
Social process: applies to the attempts of
organizations to maintain or increase workers’ effort
and commitment by using rewards and punishments
(also called extrinsic motivation)
Extrinsic motivation: arises from actions done to or
for the individuals by others
Content Theories: human beings have an innate
package of motives which they take action to pursue
(What motivates people?)
Process theories: explores the psychological
process through which outcomes become desirable
and are pursued by individuals. (How are people
motivated?)