HRM ASSGNMT

8/2/2019 HRM ASSGNMT

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ASSIGNMENTON

HUMAN RESOURCEMANAGEMENT



Concept of HRM

The term ‘human resources’ may be

defined as the total knowledge, skills,creative abilities, talents and aptitudes

of an organizations workforce, as well

as the values , attitudes, approaches

and beliefs of the individuals involvedin the affairs of the organization.

The term ‘human resources’ may be

defined as the total knowledge, skills,

creative abilities, talents and aptitudes

of an organizations workforce, as well

as the values , attitudes, approaches



and beliefs of the individuals involved

in the affairs of the organization.

Objectives of HRM

1. right procurement

2. Right training

3. Effective utilization of human

resources

4. Ensure development

5. T0 identify and satisfy the needs

6. To ensure respect for human

beings7. To ensure integration of goals

8. To maintain high morale



DIFFERENCES BETWEEN HRM

AND PERSONAL MGT

i ) Nature of relations: The nature of

relations can be seen through two

different perspective views which are

Pluralist and Unitary. There is a clear

distinct difference between both

because in personnel management, the

focus is more on individualistic where

individual interest is more than group

interest.

ii) Leadership and management

role: Personnel management

emphasizes much on leadership stylewhich is very transactional. This style

of leadership merely sees the leader as a

task-oriented person. This leader

focuses more on procedures that must



be followed, punishment form non-

performance and non-compliance of

rules and regulations and put figuresand task accomplishments ahead of

human factors such as personal

bonding, interpersonal relationship,

trust, understanding, tolerance and care.

HRM creates leaders who are

transformational. This leadership style

encourages business objectives to be

shared by both employees and

management. Here, leaders only focusmore on people-oriented and

importance on rules, procedures and

regulations are eliminated and replaced

with:

Shared vision;

Corporate culture and missions;

Trust and flexibility; and

HRM needs that integrates business

needs.



iii) Contract of employment: In

personnel management, employees

contract of employment is clearlywritten and employees must observe

strictly the agreed employment

contract. The contract is so rigid that

there is no room for changes and

modifications. There is no compromise

in written contracts that stipulates

rules, regulations, job and obligations.

HRM, on the other hand, does not focus

on one-time life-long contract whereworking hours and other terms and

conditions of employment are seen as

less rigid. Here, it goes beyond the

normal contract that takes place

between organizations and employees.The new "flexible approach"

encourages employees to choose

various ways to keep contributing their



skills and knowledge to the

organization.

HRM, with its new approach, hascreated flexi-working hours, work from

home policies and not forgetting the

creation on "open contract" system that

is currently practiced by some

multinational companies such as

Motorola, Siemens and GEC.

HRM today gives employees the

opportunity and freedom to select any

type of working system that can suitthem and at the same time benefit the

organization as well. Drucker (1996)

calls this approach a "win-win"

approach.

iv) Pay policies and job design: Pay

policies in personnel management is

merely based on skills and knowledge



required for the perspective jobs only.

The value is based on the ability to

perform the task and duties as per theemployment contract requirement only.

It does not encourage value-added

incentives to be paid out. This is also

because the job design is very

functional, where the functions are

more departmentalized in which each

job falls into one functional department.

This is merely known as division on

labour based on job needs and skillpossessions and requirement.

HRM DEFINITION

It is planning, organizing, directing and

controlling of procurement,development, compensation,

integration, maintenance and separation

of human resources to the end that



individual, organizational and social

objectives are accomplished .

PERSONEL MGT DEFINITION

According to Edwin Flipper,

"Personnel Management is the

planning, organizing, directing andcontrolling of the procurement,

development, compensation, integration

and maintenance of people for the

purpose of contributing toorganizational, individual and social

goals".

RECRUITMENT

Recruitment refers to the processof attracting, screening, andselecting a qualified person fora job. All companies in any industry

can benefit from contingency or

http://en.wikipedia.org/wiki/Employment

http://en.wikipedia.org/wiki/Employment



retain professional recruiters oroutsourcing the process

to recruitment agencies.The recruitment industry has fourbasic types of firms. 1). Employmentagencies deal with clerical, trades,

temporary and temporary to hireemployment opportunities. 2).Recruitment websites and jobsearch engines used to gather asmany candidates as possible by

advertising a position over a widegeographic area. Although thoughtto be a cost effective alternative, ahuman resource department ordepartment manager will spendtime outside their normal dutiesreading and screening resumes. Aprofessional recruiter has the abilityto read and screen resumes, talk to

potential candidates and deliver a

http://en.wikipedia.org/wiki/Recruiter

http://en.wikipedia.org/wiki/Employment_agency






http://en.wikipedia.org/wiki/Recruiter



selective group in a timely manner.3). "head-hunters" for executive and

professional positions. These firmsare either contingency or retained.Although advertising is used to keepa flow of candidates these firms rely

on networking as their main sourceof candidates. 4). Niche agenciesspecialize in a particular industrialarea of staffing.

RECRUITEMENT SOURCES



HR PLANNING

Human resource planningThe process of determining

manpower requirements and the

means for meeting those

requirements in order to carry outthe integrated plan of the

organization.

Human resource planning is the

process by which an organisation ensures that it has the right number

and kind of people at the right

place , at the right time ,capable of

effectively and efficiently completing those tasks that will

help the organization achieve its

overall objectives .



SELECTION

Selection involves a series of steps by which the candidates are

screened for choosing the most

suitable person for vacant posts.

Thus selection process isnegative function because it

attempt to eliminate applicants,

leaving the best to be selected.

Distinction between recruitment and

selection



Recruitment SelectionPostive Negative

Number is high Number is low

Easy Complex

Create pool of

candidates Eliminateunsuitable persons

SELECTION PROCESS

Receiving Application Form

Preliminary Interview

Screening Application Form

Employment test

Final interviewing

Reference Checks



Physical Examination (medical

examination)

Job offer

IMPORTANCE OF SELECTION

For Procurement of Qualified

and Skilled Workers

Reduces the labor cost andincreases the production.

Facilitates the expansion in the

size of the business.

Reduce Cost of Training and

Development

Absence of Personnel Problems



JOB ANAYLISIS

Job analysis is a detailed andsystematic study of jobs to know the

nature and characteristics of people to

be employed for each job .

The uses of job analysis

Human resource planning

Recruitment ,selection and placement

Training and developmentJob evaluation

remuneration

performance appraisal

Employee counselling

Job design

Organisational design



Safety and health

JOB ANAYLISIS PROCESSStep 1: Identify purpose of

job analysis

You should identify purpose of job

analysis because that will determine

what job analysis method, what data

will be collected….

Step 2: Selecting the

analysts

You can choose analyst from

professional human resource,

line mangers, incumbents orconsultants.

Step 3: Selecting the

appropriate method



• Select representative positions to

analyze because there may be too many

similar jobs to analyze, and it may not

be necessary to analyze them all.

• Review background information such

as organization charts, process charts,

and job descriptions … of positions

selected .

• Then identify methods of job analysis.

There are many methods in job

analysis, you should pay attention to

advantages and disadvantages of each

method in order to choose suitable one.

• Identify sample size of position.

Step 4: Train the analysts

If you intend to use internal

analysts you have to teach



them how to use the selected

methods.

Step 5: Preparation of job

analysis

• Communicate the project in

the organization.• Preparing the

documentation, for example:

interview questions,

questionnaires.

Step 6: Collecting data

• Collecting data on job activities,

employee behaviors, working

conditions, and human traits and

abilities needed to perform the job…

• Using one or more of the job analysis



methods to collect data. Step 7: Review

and verify

Consolidate the results.

You must review all data

collected. This will help you

to confirm that theinformation is factually

correct and complete.

How can review information?

• Review data with his or her immediate

supervisor.

• Review data by technical conference

(is a job analysis method).

• Review data with incumbents by

interview.



Step 8: Develop a job

description and job

specification

Implement the results into the

company procedures

according to the goal-setting.Develop a job description and job

specification from the job analysis

information. A job description is a

written statement that describes theactivities and responsibilities of the

job, working conditions and safety

and hazards…A job specification

summarizes the personal qualities,traits, skills, and background

required for getting the job done

JOB DESCRIPTION



A job description is a list that a

person might use for general tasks,

or functions, and responsibilities of

a position. It may often include to

whom the position reports,

specifications such as

the qualifications or skills needed by

the person in the job, or

a salary range. Job descriptions are

usually narrative,[1]

but some may

instead comprise a simple list of

competencies; for

instance, strategic human resource

planning methodologies may be

used to develop a competency

architecture for an organization,

from which job descriptions are built

as a shortlist of competencies.

http://en.wikipedia.org/wiki/Moral_responsibility

http://en.wiktionary.org/wiki/qualification

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Job_description#cite_note-0

http://en.wikipedia.org/wiki/Strategic_human_resource_planning


http://en.wikipedia.org/wiki/Competency_architecture






http://en.wikipedia.org/wiki/Job_description#cite_note-0

http://en.wikipedia.org/wiki/Salary

http://en.wiktionary.org/wiki/qualification

http://en.wikipedia.org/wiki/Moral_responsibility



JOB SPECIFICATION

A job specification is adocument which states the

minimum acceptable human

qualities necessary to perform

a job properly

Documents

HRM ASSGNMT