Dr. Fred Mugambi MwirigiJKUAT

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What is HRM?• The integration of all processes, programs, and

systems in an organization that ensure staff are acquired and used in an effective way

• The management function that deals with recruitment, placement, training, development of organization members.

• HRM is a process for staffing the organization and sustaining high employee performance.

• HRM can be defined as all the practices, systems and procedures implemented to attract, acquire, develop and manage human resources to achieve the goals of an organization.

• Simply it is managing the employment relationship

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Uniqueness of HRM• HR is multidisciplinary: It applies the

disciplines of Economics (wages, markets, resources), Psychology (motivation, satisfaction), Sociology (organization structure, culture) and Law (min. wage, labor contracts, etc)

• HR is embedded within the work of all managers, and most individual contributors due to the need of managing people (subordinates, peers and superiors) as well as teams to get things done.

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Human resource planning• Human resource planning is

designed to ensure the future personnel needs will be constantly and appropriately met.

• The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing assigned tasks.

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Contd.

It is accomplished through analysis of• Internal factors : Current and

expected skill needs, vacancies and departmental expansions and reductions.

• Environmental factors: Labor markets, use of computers to build and maintain information about employees

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Contd. Human resource planning must be

integrated within the organizations strategic plans

Senior management must emphasize the importance of human resource planning

Human resource planning must be based on the most accurate information available.

A clear plan must be developed with associated time-spans and scope of activity.

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FOM 9.7

Human Resource Planning Sketch

Assessing FutureHuman Resource

Needs

Assessing Current Human Resources

Developing aProgram to Meet

Needs

Key components ofHRM• HR planning• Recruiting • Selecting• Organizational and • work design• Induction / Orientation• Performance Appraisal and Management• Disciplining • Rewarding/ retention• Training and developing• ‘Decruiting’ • Labour relations

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Recruitment The process by which a job vacancy

is identified and potential employees are notified.

The nature of the recruitment process is regulated and subject to employment law.

Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.

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Recruitment Job description – outline of the role

of the job holder 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)

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Selection

The process of assessing candidates and appointing a post holder

Applicants short listed – most suitable candidates selected

Selection process – varies according to organisation:

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Selection Interview – most common method Psychometric testing – assessing the personality

of the applicants – will they fit in? Aptitude testing – assessing the skills

of applicants In-tray exercise – activity based around what the

applicant will be doing, e.g. writing a letter to a disgruntled customer

Presentation – looking for different skills as well as the ideas of the candidate

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Orientation • Two types of orientation:1. Work unit orientation: Familiarizes employee with goals of work

unit, contribution to the unit’s goals, introduction to co-workers.

2. Organization orientation: Informs employee about the

organization’s objectives, history ,philosophy procedures and rules, human resource policies and benefits. Tour of organization’s work facilities.

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Discipline Firms cannot just ‘sack’ workers Wide range of procedures and steps

in dealing with workplace conflictInformal meetingsFormal meetingsVerbal warningsWritten warningsGrievance proceduresWorking with external agencies

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Development

Developing the employee can be regarded as investing in a valuable assetA source of motivationA source of helping the employee fulfil

potential

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Training

Similar to development:Provides new skills for the employeeKeeps the employee up to date

with changes in the fieldAims to improve efficiencyCan be external or ‘in-house’

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Performance Appraisal

Informal Performance Appraisal:

“The process of continually feeding back to subordinates information regarding their work performance”

Formal Performance Appraisal:

“A formalized appraisal process for rating work performance, identifying deserving raises or promotions, and identifying those in need of further training”.

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GraphicGraphicRatingRatingScaleScale

Written Written EssaysEssays

Critical Critical IncidentsIncidents

360 Degree360 DegreeFeedbackFeedback

MultipersonMultipersonComparisonsComparisons

BARSBARS

BehavioralBehavioralAnchoredAnchoredRating ScalesRating Scales

Performance AppraisalMethods

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Rewards Systems

The system of pay and benefits used by the firm to reward workers

Money not the only method Fringe benefits Flexibility at work Holidays, etc.

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Factors That Influence Compensation

Unionization

Level ofCompensation

and Benefits

Employee’stenure and

performance

Kind of jobperformedSize of

company

Managementphilosophy

Kind ofbusinessGeographical

location

Labour- orcapital-intensive

Companyprofitability

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Trade Unions and Labour Relations Importance of building relationships with

employee representatives Role of Trade Unions has changed Importance of consultation and negotiation

and working with trade unions Contributes to smooth change

management and leadership

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Productivity Measuring performance: How to value the workers contribution Difficulty in measuring some types of output –

especially in the service industry Appraisal

Meant to be non-judgmental Involves the worker and a nominated appraiser Agreeing strengths, weaknesses and ways forward

to help both employee and organisation

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Strategic Issues in HRM

Downsizing of personnel departments Strategic HR planning Outsourcing Devolution of administrative functions Human resource development

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Factors that influence HRM

Employee skills, knowledge and attitudes Social: social values, roles, trends, etc. Political: political forces, changes. Legal: laws, court decisions, regulatory

rules. Economic: product, labor, capital, factor

markets. Demographics Organization Culture Organization Strategy

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Four C’s Model For Evaluating Human Resources Competence Commitment Congruence Cost effectiveness

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Thank you

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