Human Resource Management

1. Human Resource Management Dr. Hadia Hamdy Magda Hassan Yomna Samir Dina Mehrez

2. Fundamentals of Human Resource Management By: Dina Mehrez

3. Management Essentials • Management involves setting goals and allocating scarce resources to achieve them. • Management is the process of efficiently achieving the objectives of the organization with and through people.

4. Management Essentials • Primary Functions of Management • Planning – establishing goals • Organizing – determining what activities need to be done • Leading – assuring the right people are on the job and motivated • Controlling – monitoring activities to be sure goals are met

5. Why is HRM Important to an Organization? • The role of human resource managers has changed. HRM jobs today require a new level of sophistication. • Employment legislation has placed new requirements on employers. • Jobs have become more technical and skilled. • Traditional job boundaries have become blurred with the advent of such things as project teams and telecommuting. • Global competition has increased demands for productivity.

6. Why is HRM Important to an Organization? • The Strategic Nature – HRM must be • a strategic business partner and represent employees. • forward-thinking, support the business strategy, and assist the organization in maintaining competitive advantage. • concerned with the total cost of its function and for determining value added to the organization.

7. Why is HRM Important to an Organization? • HRM is the part of the organization concerned with the “people” dimension. • HRM is both a staff, or support function that assists line employees, and a function of every manager’s job. • HRM Certification • Colleges and universities offer HR programs.

8. Why is HRM Important to an Organization? Four basic functions: • Staffing • Training and Development • Motivation • Maintenance

9. How External Influences Affect HRM • Strategic Environment • Governmental Legislation • Labor Unions • Management Thought

10. How External Influences Affect HRM • HRM Strategic Environment includes: • Globalization • Technology • Work force diversity • Changing skill requirements • Continuous improvement • Work process engineering • Decentralized work sites • Teams • Employee involvement • Ethics

11. How External Influences Affect HRM • Governmental Legislation • Laws supporting employer and employee actions • Labor Unions • Act on behalf of their members by negotiating contracts with management • Exist to assist workers • Constrain managers • Affect non unionized workforce

12. How External Influences Affect HRM • Management Thought • Management principles, such as those from scientific management or based on the Hawthorne studies influence the practice of HRM. • More recently, continuous improvement programs have had a significant influence on HRM activities.

13. Staffing Function Activities • Employment planning • ensures that staffing will contribute to the organization’s mission and strategy • Job analysis • determining the specific skills, knowledge and abilities needed to be successful in a particular job • defining the essential functions of the job

14. Staffing Function Activities • Recruitment • the process of attracting a pool of qualified applicants that is representative of all groups in the labor market • Selection • the process of assessing who will be successful on the job, and • the communication of information to assist job candidates in their decision to accept an offer

15. Goals of the Training and Development Function • Activities in HRM concerned with assisting employees to develop up-to-date skills, knowledge, and abilities • Orientation and socialization help employees to adapt • Four phases of training and development • Employee training • Employee development • Organization development • Career development

16. The Motivation Function • Activities in HRM concerned with helping employees exert at high energy levels. • Implications are: • Individual • Managerial • Organizational • Function of two factors: • Ability • Willingness • Respect

17. The Motivation Function • Managing motivation includes: • Job design • Setting performance standards • Establishing effective compensation and benefits programs • Understanding motivational theories

18. The Motivation Function • Classic Motivation Theories • Hierarchy of Needs –Maslow • Theory X – Theory Y –McGregor • Motivation – Hygiene – Herzberg • Achievement, Affiliation, and Power Motives – McClelland • Equity Theory – Adams • Expectancy Theory - Vroom

19. How Important is the Maintenance Function? • Activities in HRM concerned with maintaining employees’ commitment and loyalty to the organization. • Health • Safety • Communications • Employee assistance programs • Effective communications programs provide for 2-way communication to ensure that employees are well informed and that their voices are heard.

20. Translating HRM Functions into Practice • Four Functions: • Employment • Training and development • Compensation/benefits • Employee relations

21. HRM in an Entrepreneurial Enterprise • General managers may perform HRM functions, HRM activities may be outsourced, or a single generalist may handle all the HRM functions. • Benefits include • freedom from many government regulations • an absence of bureaucracy • an opportunity to share in the success of the business

22. HRM in a Global Village • HRM functions are more complex when employees are located around the world. • Consideration must be given to such things as foreign language training, relocation and orientation processes, etc. • HRM also involves considering the needs of employees’ families when they are sent overseas.

23. HR and Corporate Ethics • HRM must: • Make sure employees know about corporate ethics policies • Train employees and supervisors on how to act ethically

24. HumanResourcePlanning and Job Analysis

25. Introduction • Human resource planning is a process by which an organization ensures that • it has the right number and kinds 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 strategic objectives.

26. Introduction • Linked to the organization’s overall strategy and planning to compete domestically and globally. • Overall plans and objectives must be translated into the number and types of workers needed. • Senior HRM staff need to lead top management in planning for HRM issues.

27. An Organizational Framework

28. Linking Organizational Strategy to Human Resource Planning • Ensures that people are available to meet the requirements set during strategic planning. • Assessing current human resources • A human resources inventory report summarizes information on current workers and their skills. • Human Resource InformationSystems • HRIS are increasingly popular computerized databases that contain important information about employees.

29. Linking Organizational Strategy to Human Resource Planning • Assessing current human resources • Succession planning • includes the development of replacement charts • portray middle-to-upper level management positions that may become vacant in the near future • lists information about individuals who might qualify to fill the positions

30. Linking Organizational Strategy to Human Resource Planning • Determining the Demand for Labor • A human resource inventory can be developed to project year-by-year estimates of future HRM needs for every significant job level and type. • Forecasts must be made of the need for specific knowledge, skills and abilities.

31. Linking Organizational Strategy to Human Resource Planning • Predicting the Future Labor Supply • A unit’s supply of human resources comes from: • new hires • contingent workers • transfers-in • individuals returning from leaves • Predicting these can range from simple to complex.

32. Linking Organizational Strategy to Human Resource Planning • Predicting the Future Labor Supply • Decreases in internal supply come about through: • Retirements • Dismissals • Transfers-out • Lay-offs • Voluntary quits • Sabbaticals • Prolonged illnesses • Deaths

33. Linking Organizational Strategy to Human Resource Planning • Where Will We Find Workers • migration into a community • recent graduates • individuals returning from military service • increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time • The potential labor supply can be expanded by formal or on-the-job training.

34. Linking Organizational Strategy to Human Resource Planning • Matching Labor Demand and Supply • Employment planning compares forecasts for demand and supply of workers. • Special attention should be paid to current and future shortages and overstaffing. • Recruitment or downsizing may be used to reduce supply and balance demand. • Rightsizing involves linking staffing levels to organizational goals.

35. Linking Organizational Strategy to Human Resource Planning Employment Planning and the Strategic Planning Process

36. Job Analysis • Job Analysis is a systematic exploration of the activities within a job. • It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed.

37. Job Analysis • Job Analysis Methods • Observation method – job analyst watches employees directly or reviews film of workers on the job. • Individual interview method – a team of job incumbents is selected and extensively interviewed. • Group interview method – a number of job incumbents are interviewed simultaneously.

38. Job Analysis • Job Analysis Methods • Structured questionnaire method – workers complete a specifically designed questionnaire. • Technical conference method – uses supervisors with an extensive knowledge of the job. • Diary method – job incumbents record their daily activities. • The best results are usually achieved with some combination of methods.

39. Job Analysis • Structured Job Analysis Techniques • Department of Labor’s Job Analysis Process: • Information from observations and interviews is used to classify jobs by their involvement with data, people and things. • Information on thousands of titles available on O*Net OnLine which is the Department of Labor’s replacement for the Dictionary of Occupational Titles.

40. Job Analysis • Position Analysis Questionnaire (PAQ)(developed at Purdue University) • Jobs are rated on 194 elements, grouped in six major divisions and 28 sections. • The elements represent requirements that are applicable to all types of jobs. • This type of quantitative questionnaire allows many different jobs to be compared with each other, however, it appears to be more applicable to higher-level professional jobs.

41. Job Analysis • Job Descriptions • Written statement of what jobholder does, how it is done, under what conditions and why. • Common format: title; duties; distinguishing characteristics; environmental conditions; authority and responsibilities. • Used to describe the job to applicants, to guide new employees, and to evaluate employees.

42. Job Analysis • Job Specifications • States minimum acceptable qualifications. • Used to select employees who have the essential qualifications.

43. Job Analysis • Job Evaluations • Specify relative value of each job in the organization. • Used to design equitable compensation program.

44. Job Analysis • The Multi-faceted Nature of Job Analysis • Almost all HRM activities are tied to job analysis. • Job analysis is the starting point for sound HRM.

45. Job Analysis • Job Analysis and the Changing World of Work • Globalization, quality initiatives, telecommuting, and teams require adjustments to the components of a job. • Today’s jobs often require not only technical skills but interpersonal skills and communication skills as well.

46. Recruitment and Selection By: Dr. Hadia Hamdy

47. Introduction • Recruiting • Once an organization identifies its human resource needs through employment planning, it can begin the process of recruiting potential candidates for actual or anticipated organizational vacancies.

48. Introduction • Recruiting brings together those with jobs to fill and those seeking jobs.

49. Recruiting Goals • To provide information that will attract a significant pool of qualified candidates and discourage unqualified ones from applying.

50. Recruiting Goals • Factors that affect recruiting efforts • Organizational size • Employment conditions in the area • Working conditions, salary and benefits offered • Organizational growth or decline