HUMAN RESOURCE MANAGEMENT in Leadership.pptx

Leadership and management

1. HUMAN RESOURCE MANAGEMENT

2. GENERAL OBJECTIVE At the end of the lecture, the student should be able to have a general understanding of Human Resource Management.

3. SPECIFIC OBJECTIVES At the end of the lecture, the student should be able to: 1. Define Human Resource Management 2. Mention the components of Human Resource 3. Discuss the goals of Human Resource Management 4. Describe the recruitment and selection process

4. INTRODUCTION Personnel Management is that part of management which is concerned with increasing the effectiveness of human performance in any organization. Personnel Management deals with ‘personnel’ of the organization. It is needed to obtain and retain employees or to get and keep workers.

5. INTRODUCTION The objective of Personnel Management is to guide human and physical resources into dynamic organization unit, which attain their objective to the satisfaction of those served and with a high degree of morale and sense of attainment on the part of those rendering the service.

6. DEFINITIONS Human Resource Management refers to activities undertaken to attract, develop and maintain an effective workforce within an organization (Daft, 2000).

7. COMPONENTS OF HRM Human Resource Management consist of three parts: 1. Managers are Human Resource Managers 2. Employees are viewed as assets 3. Human Resource Management is a matching process, integrating the organization’s goals with employees’ needs.

8. COMPONENTS OF HRM Human Resource Managers must find, recruit, train, nurture and retain the best people. Human resource programmes are designed to fit organizational needs, core values, and strategic goals. Downsizing, restructuring, and reengineering leaves many employees with decreased morale and little loyalty to their employers.

9. HUMAN RESOURCE MANAGEMENT GOALS 1. Attract an effective workforce 2. Maintain an effective workforce 3. Develop an effective workforce

10. HUMAN RESOURCE MANAGEMENT GOALS ATTRACT AN EFFECTIVE WORKFORCE HRM Planning Job analysis Forecasting Recruiting Selecting

11. HUMAN RESOURCE MANAGEMENT GOALS MAINTAIN AN EFFECTIVE WORKFORCE Wage and salary Benefits Labour Relations Terminations

12. HUMAN RESOURCE MANAGEMENT GOALS DEVELOP AN EFFECTIVE WORKFORCE Training Development Appraisal

13. HUMAN RESOURCE PLANNING DEFINITION The forecasting of human resource needs and the projected matching of individuals with expected vacancies. Human resource planning begins with several questions: What new technologies are emerging, and how will these affect the work system?

14. HUMAN RESOURCE PLANNING What is the volume of the business likely to be in the next five to ten years? What is the turnover rate, and how much, if any, is avoidable? The responses to these questions are used to formulate specific questions pertaining to HRM activities.

15. RECRUITING DEFINITION Recruitment is the process of finding and attracting capable applicants for employment (Aswathappa, 2007). Activities or practices that define the characteristics of applicants to whom selection procedures are ultimately applied (Daft, 2000) .

16. RECRUITING Most organizations use internal recruiting or “promote from within” policies to fill their high-level positions. External recruitment involves seeking for employees outside the country.

17. ADVANTAGES OF INTERNAL RECRUITING It is less costly than an external search It generates higher employee commitment, development and satisfaction as it offers opportunity for career advancement to employees.

18. DISADVANTAGES OF EXTERNAL RECRUITMENT Applicants are provided by a variety of sources, including advertising which is expensive.

19. PURPOSES OF RECRUITING To determine the present and future requirements of the organization in conjunction with its personnel-planning and job analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of under qualified or overqualified job applicants.

20. PURPOSES OF RECRUITING Help to reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Meet the organization’s legal and social obligations regarding the composition of its workforce. Begin identifying and preparing job applicants

21. PURPOSES OF RECRUITING who will be appropriate candidates. Increase organizational and individual effectiveness in the short term and long term. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

22. RECRUITMENT PROCESS The process comprises 5 interrelated stages: Planning Strategy development Searching Screening Evaluation and control

23. RECRUITMENT PLANNING Involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify: Number Type of applicants to be contacted

24. STRATEGY DEVELOPMENT Once it is known how many and what type of recruits are required, the following should be considered: 1. ‘ Make’ or ‘Buy’- organizations must decide whether to hire less skilled employees and invest on training and education programmes, or they can hire skilled labour and professionals can begin the work immediately.

25. STRATEGY DEVELOPMENT 2. Technological Sophistication – relates to the methods used in recruitment and selection. Decision is mainly influenced by the available technology. Job seekers can send videotapes about themselves without wasting time and money.

26. STRATEGY DEVELOPMENT 3. Where to look – to reduce costs, organizations look into the labour markets most likely to offer the required job seekers. 4. How to look- refers to methods or sources of recruitment.

27. SEARCHING Once a recruitment plan and strategy are worked out, the search process can begin. Searching involves two steps: - source activation - selling SOURCE ACTIVATION Sources and search methods are activated by the issuance of an employee requisition.

28. SEARCHING No actual recruiting takes place until line managers have verified that a vacancy exists. Activation usually leads to a lot of applicants responding. Applications received are later screened. Successful applicants are contacted and invited for interviews. Unsuccessful applicants must be sent letters of regret.

29. SELLING Advertisement is done Note that effectiveness of any recruiting message depends on the media Selection of medium or media should be done with a lot of care.

30. SCREENING Applications received in response to advertisements are screened and only eligible applicants are called for an interview. Interview is conducted by a selection committee who should include subject experts. Techniques used to screen applicants vary depending on the candidate sources and recruiting methods used.

31. EVALUATION AND CONTROL This is necessary due to a number of costs incurred in the recruitment process. The evaluation might include: - return rate of applicants sent out - number of suitable candidates for selection - retention and performance of the candidates selected - cost of the recruitment process

32. EVALUATION AND CONTROL - time lapsed data - comments on image projected

33. SELECTION DEFINITION Process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job (Aswathappa, 2007). OR The process of determining the skills, abilities, and other attributes a person needs to perform a particular job (Daft, 2000).

34. JOB DESCRIPTIONS This involves a listing of duties as well as desirable qualifications for a particular job. For internal recruiting, companies may come up with lists of skills and abilities they want candidates to have.

35. SELECTION DEVICES The most frequently used devices are: -application form - interview - pencil and paper test - assessment centre Human resource professionals may use a combination of the above to obtain a valid prediction of employee job performance.

36. SELECTION DEVICES APPLICATION FORM Used to collect information about the applicant’s education, previous job experience, and other background characteristics. Biographical information inventories can validly predict future job success. Questions that are irrelevant to job success should be avoided.

37. SELECTION DEVICES Application forms should not ask questions that will create an adverse impact on “protected groups” unless the questions are clearly related to the job e.g. employers should not ask whether the applicant rents or owns his or her own home because: - an applicant’s response might adversely affect his or her chance at the job.

38. SELECTION DEVICES - minorities and women may be less likely to own a home, and - home ownership is probably unrelated to job performance.

39. SELECTION DEVICES INTERVIEW Used in the hiring process May not be a predictor of later job performance Most interviews follow a predictable series of steps, and candidates can prepare and practice their answers.

40. SELECTION DEVICES PAPER AND PENCIL TEST These comprise intelligence tests, aptitude and ability tests, personality inventories, etc. Personality inventories that measure characteristics such as openness to learning, initiative, responsibility, creativity and emotional stability are of great importance

41. SELECTION DEVICES ASSESSMENT CENTRE Used to select individuals with high potential for managerial careers. Present a series of managerial situations to groups of applicants, for example over a two or three day period.

42. DEVELOPING AN EFFECTIVE WORKFORCE TRAINING AND DEVELOPMENT Training and development represent a planned effort by an organization to facilitate employees learning of job-related behaviours. Training can be referred to teaching low-level or technical employees how to do their present jobs. Development refers to teaching managers and professional the skills needed for both

43. DEVELOPING AN EFFECTIVE WORKFORCE present and future jobs. On the job training can be done where an experienced employee is asked to show a new employee how to perform job duties. Other training methods include: - Orientation training, in which newcomers are introduced to the organization’s “culture”, standards, and goals. - Classroom teaching, which includes

44. DEVELOPING AN EFFECTIVE WORKFORCE lecturers, films, audiovisual techniques and simulations. - Programmed and computer-assisted instruction, in which the employee works at his or her own pace to learn material from a text that includes exercises and quizzes to enhance learning. - conference and case discussion groups, in which participants analyze cases or discuss topics assisted by a training leader.

45. DEVELOPING AN EFFECTIVE WORKFORCE PROMOTION FROM WITHIN Helps companies retain and develop productive employees Job posting can be done where positions are announced on bulletin boards or in company publications as openings occur. Employee resource chart – designed to identify likely successors for each management position.

46. SUMMARY Mention the components of Human Resource Management What are the goals of Human Resource Management? List 5 stages of the recruitment process List 4 devices used in the selection process

47. REFERENCE Aswathappa, K. (2007) Human Resource and Personnel Management . 4 th edition, Mc Graw-Hill Publishing Company Limited, Cole, G. (2004) Management Theory and Practice . 6 th Edition, BookPower, London. Daft, R.L.(2000) Management . 5 th edition. The Dryden Press, San Diego. Stoner, J.A.F., Freeman, R.E and Gilbert, J.R. Management. 6 th edition, 1995.