HUMAN-RESOURCE-MANAGEMENT-kimnamuagfiles

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1. HUMAN RESOURCE MANAGEMENT
It is defined as the strategic approach to managing employment relations which
emphasizes that leveraging people’s capabilities is critical to achieving sustainable
competitive advantage, this being achieved through a distinctive set of integrated
employment policies, programs, and practices.
It is associated with personnel management (strategic planning and cultural change) and
employment relationship (people centered values; trust, commitment, involvement and
collaboration)
a.Strategic Integration
b.High Commitment: Flexibility
c.High Quality
Characteristics of HRM
1.To achieve strategic fit or integration between HR and business planning; the HR
policy should be formulated at the strategic level
2.The development of mutual supporting HR policies and practices; horizontal
integration
3.Orientation towards commitment
4.The treatment of people as assets rather than costs
5.Unitarist approach to employee relations
OPERATIONAL TASKS AND ACTIVITIES
Organization
1.Organizational Design: structuring by grouping activities, assigning accountabilities,
and establishing communication and authority relationships
2.Organizational Development: planning and implementing interventions
3.Job/role design and definition: structuring the content and size of jobs and defining
their component tasks
4.Flexible working: planning and implementing flexible structures and procedures
People resourcing
1.Human resource planning: forecasting the organization’s future resource
requirements for labor
2.Recruitment: attracting employment applicants from the number, type, and caliber
3.Selection: Assessing and selecting suitable employees
4.Retention: planning rewards and incentives to control labor turnover
5.Exit Management: managing the termination, retirements, resignation, dismissals
and redundancies
Performance Management
1.Objective and competence requirement setting: developing and agreeing
frameworks
2.Performance monitoring and appraisal: on-going monitoring and periodic
assessment of performance within agreed requirements

2. 3.Discipline handling: managing informal and formal process to confront employee
behavior or performance
4.Grievance handling: managing informal and formal process to address individual
employee complaints
5.Identifying learning and development needs: A continuous improvement of
performance
Reward Management
1.Pay systems: developing and managing salary structures
2.Performance pay systems: developing and managing ways of relating pay
progression or bonuses to results
3.Benefit schemes: developing and managing employee entitlements and fringe
benefits
4.Non-financial rewards: building non-monetary rewards
Learning and Development
1.Learning Organization: creating a culture a system to support individual
2.Education and training: planning, implementing, evaluating to meet identified gaps
in the skills required
3.Personal Development: facilitating individual learning plans and opportunities,
beyond the immediate job
4.Career management: identifying potential and planning career development
opportunities
5.Managerial development: providing education, training and opportunities to
develop managerial competencies
Health, safety and welfare
1.Occupational health and safety: monitoring and managing work environments,
practices and culture. Ensuring the protection from health hazards and accidents
2.Welfare services: providing services like catering or recreational facilities,
counselling and support
Employee relations
1.Industrial relations: managing informal and formal relationships with employee
representative
2.Employee communications: informing employees about matters relevant to their
work
3.Employee voice: creating consultation opportunities for employees to contribute to
decision-making
HR Services
1.HR policies and procedures: developing and administering guidelines and systems
2.HR information systems: developing and operating integrated systems for
preparation of employee record-keeping
3.Compliance: ensuring that they are compliant with relevant law, regulation and codes
of practice

3. ROLES OF HR MANAGEMENT
1.Guidance role: offering specialist recommendations and policy frameworks to guide line
management decisions
2.Advisory role: offering specialist information and perspectives to line managers on
employment matters
3.Service role: providing services to range of internal customers
4.Control/ auditing role: analyzing personnel indices, monitoring performances
5.Planning/organizing role: forecasting and planning, developing flexible working
methods
LABOR MARKET
The sphere in which labor is bought and sold, and in which market concepts such as
supply, demand and price operate with regard to human resources.
INTERNAL SOURCES OF LABOR
1.Retaining skilled individuals
2.Transferring or deploying individuals with the relevant skills from their current job
3.Training and developing individuals in the required skills and abilities
4.Exploiting contacts with present employees, friends and family of employees who might
be referred for vacancies
PROMOTION PROGRAM
1.Establishing a relative significance of jobs
2.Establishing methods of assessing staff and their potential for fulfilling the requirements
of more senior positions
3.Planning in advance for training to enhance potential and develop specific skills
4.Policy regards to internal promotion or external recruitment and training
PROMOTION POLICY
1.All promotions are made within the firm
2.Merit and ability should be the principal basis of promotion, rather than seniority
3.Vacancies should be advertised and open to all employees
4.There should be full opportunities for all employees
5.Training should be offered to encourage and develop employees of ability and ambition
in advance of promotion
6.Scales of pay, areas of responsibility, duties and privileges of each post should be clearly
communicated “what they are being promoted to.”

4. RECRUITMENT
Concerned with finding the applicants; to attract applicants
THREE MAIN AREAS OF RECRUITMENT PROCESS
1.The creation of a pool of suitable candidates
2.The management of the recruitment process itself
3.The basis of selection
JOB ANALYSIS
The determination of the essential characteristics of a job
Job specification – a detailed statement of the activities involved in the job
USES OF JOB ANALYSIS
1.Recruitment and Selection – for a detailed description of the job vacancy
2.Appraisal – to assess how well an employee has fulfilled the requirements
3.Training Programs – to assess the knowledge and skills necessary for the job
4.Rates of pay
5.Eliminating risks – identifying hazards
6.Organizational structure – by reappraising the purpose and necessity of jobs
JOB DESCRIPTION
A broad description of a job or position; the written statement of the job that includes the
necessary duties, responsibilities, and their organizational and operational
interrelationships.
JOB DESCRIPTION CONTENTS
1.Job title
2.Job Summary
3.Job scope and content
4.Authority and responsibility
5.Relation of job
6.Conditions of employment
7.Opportunities
8.Expected results
9.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

5. 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:
a.Complete piece of work
b.It affords the employee as much variety, decision-making responsibility and control
c.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?)