CH (4)

HUMAN
RESOURCE
MANAGEMENT

LEARNING objectives
1 - Understand human resource managers recruit and select employees
through the human resource process .

2 Illustrate the various types of employee training and development

methods .

3 Describe different types of pay systems and how to evaluate employees .

4 Describe the most important laws affecting the workplace of which

human resource managers need to be aware .

5 - Describe the key human resource management challenges facing

managers today .

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 Human resource management The process of determining human
resources 1- Needs and then 2- Recruiting 3- Selecting 4- Training &
Developing 5 - Compensating . 6- Appraising and Scheduling
employees to achieves organization goals .

Section: (1) THE HUMAN RESOURCE PROCESS

Section Outline :-
A. Determining Human Resource Needs
B. Recruiting from a Diverse Population
C. Selecting Employees

A. Determining Human Resource Needs :-

1. Prepare a human resource inventory of the organization's employees
2. Prepare a job analysis . then write job description and job specification .
job analysis :- A study of what is done by employees who hold various
job titles .

job description :- Specifies the objectives of the job . the type of work
to be done . the responsibilities and duties , the working conditions , and
the relationship of the job to other functions .

job specifications :- A written summary of the minimum qualifications

( education , skills , etc. ) required of workers to do a particular job .
3. Assess future human resource demand . (Because technology
changes rapidly , training programs must be start long before the need is
apparent) .
4. Assess future supply (workers ) .
5. Establish a human resource strategic plan .(addressing Recruiting ,
Selecting , training , developing, appraising, compensating and
scheduling the labor force .

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 Example JOB ANALYSIS

- Observe current sales representatives doing the job .

- Discuss job with sales managers.
- Have current sales reps keep a diary of their activities
- ( A job analysis help a human resource manager develop the job
description and job specifications )

JOB DESCRIPTION JOB SPECIFICATIONS

- Primary objective is to - Characteristics of the person
sell company's to stores in qualifying for this include .
Territorzy Z .
- Duties include servicing Two year's sales experience
accounts and maintaining Positive attitude.
positive relationships with Well groomed appearance.
clients . Responsibilities Good communication skills.
include :- High school diploma and two
Introducing the new products years of college credit.
to store managers in the
area.
Helping the store managers
estimate the volume to order
.
Negotiating prime shelf space
.
Explaining sales promotion
activities to store managers.
Stocking and maintaining
shelves in stores that wish
such service.

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B. Recruiting from a Diverse Population:-
Recruiting may sound simple but that is not always For the Reasons of :-
1. Some organization have policies that demand promotions from with
2. The emphasis on corporate culture ,teamwork and participative
management.
3. Sometime people with the necessary SKILLS are not available ( ->Trained
internally ).
4. The geographic area or location of the business can make it difficult .
5. Globalization .

Recruitment : the set of activates used to obtain a sufficient number of the

right people at the right time : its purpose is to select those who best meet
the needs of the organization .

a) Internal Candidates :-
Employees who are already within the firm .
b) External Candidates :-
People who are not currently working within the company .

C. Selecting Employees :-

Selection: The process of gathering information and deciding who should be

hired under legal guidelines. for the best interests of the individual and the
organization :-
1. Obtain complete application forms.
2. Conduct initial and follow up interviews.
3. Give employment tests .
4. Conduct background investigations.
5. Obtain results from physical exams .
6. Establish trial (probationary) periods .

Contingent Workers: - Workers who do not have the expectation of

regular, full time employment.

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 Section: (2) TRAINING AND DEVELOPMENT

Section Outline :-
A. Employee Training.
B. Management Training .

Training and Development :- Include all attempts to improve productivity by

increasing an employee's ability to perform .
- Training focuses on short term skills, whereas
- Development long-term abilities.

A. Employee Training :-
1) Employee Orientations: - The activity that initiates new employees to new
employees to the organization: to the fellow employees: to their
immediate supervisors ;and to the policies ,practices and objectives of the
firm .

2) On -the-Job Training :- This type of training immediately begins with the

new employee learning by doing ,or watching others for a while and then
imitating them.

3) Apprentice Programs :- Involve a period during which a learner works

alongside an experienced employee to master the skills and
procedures of a craft .

4) Off the-Job Training: - Occurs away from the workers and consists of
internal or external programs to develop any of any of a variety of skills or
to foster personal development ,such as health or stress management
classes .

5) Online training :- Employees "attend" classes via the Internet get the
necessary training .

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6) Vestibuletraining :- Also called near-the-job training ,is done in
classrooms where employees are taught on equipment similar to that used
on the job .

7) Job Simulation :- The use of equipment that duplicities job conditions and
tasks so that trainees can learn skills before attempting them on the job .

B. Management Training (Management Development) :-

Management Development The process of training and educating
employees to become good managers and then monitoring the progress of
their managerial skills over time.

Section: (3) Compensating

Section Outline :-
A. Pay Systems.
B. Appraising Employees.
C. Alternative to Traditional Scheduling.
Compensating :- The combination of salary, vacation time, paid health care,
and other benefits .

Labor intensive :- A type of business where the primary cost of

operation is the cost of laborer .(Hospital , airline and banks)

A carefully managed compensation and benefit objectives :-

1. Attracting the kind of people needed by organization.
2. Providing employees with the incentive to work .
3. Keeping valued employees.
4. Maintaining a competitive position.
5. Providing employees with sense of financial issue .

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 A. Pay Systems :-
Salary .
Hourly wage or day work.
Piecework system.
Commission plans (Variable pay ).
Variable pay: - Pay based on employees earning some percentage of work
Bonus plans.
Profit-sharing plans.
Stock options.
Fringe benefits. ), , , , (
Health benefits .
401 k plans .

B. Appraising Employees :-

Performance appraisal :- An evaluation in which the performance level of

employees is measured against established standers to make decisions about
promotions , compensation, additional training of firing .

Performance appraisals consist of these six steps:-

i. Establish performance standers .
ii. Communicate those standards .
iii. Evaluate performance .
iv. Discuss results with employees .
v. Take corrective actions (Performance improved plan PIP).
Performance improved plan (PIP):- A detailed document explaining what
the employee needs to change and detailed steps on how to accomplish
the change.
vi. Use the results to make decisions.

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 C. Alternative to Traditional Scheduling.
i. Flextime plan: - A type of scheduling that gives employees some
freedom to choose when to work, as long as they work the required
number of hours.

ii. Core Time: - Refers to the period when all employees are expected to be
at their job stations. When referring to a flextime plan .

Flexible hours
Core time Core time

6:30 10:00 11:00 2:30 3:30

9:30 10:30 2:00 3:00 6:30

Sarah's Sarah's Sarah's

start lunch Finish
time period time

iii. Compressed workweek :- When an employee works a full number of

hours in less than the standard number of days .

iv. Telecommuting: - Scheduling workers and work arrangements from

home.

v. Job sharing :- An arrangement whereby two part-time employees share

one full-time job.

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 Section: (4) LAWS AFFECTING HUMAN RESOURCE MANAGEMENT

Section Outline :-
A. Laws and Government Programs Protecting Equal Opportunity.
B. Laws Protecting Disabled Employees .
C. Laws Protecting Aging Employees .

A. Laws and Government Programs Protecting Equal Opportunity.

i. Title VII :- Prohibits discrimination in hiring , firing ,

compensation , apprenticeships , training , terms , conditions or
privileges of employment based on race , religion , creed , sex or
national origin .

ii. Affirmative action :- Activates designed

to "right past wrongs " by increasing opportunities for minorities and
women .

iii. Family and Medical Leave Act. ( FMLA ) :- Passed in 1993 stipulates that
companies with more than employees must provide up to 12 weeks of
unpaid leave to an employee upon birth or adoption of child or upon
serious illness of a parent spouse , or child .

B. Laws Protecting Disabled Employees :-

i. Reasonable accommodation: - An adjustment to the work environment

that does not have high costs. For Example: It can be mean modifying
equipment or widening doorways

C. Laws Protecting Aging Employees .

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 Section: (5) CHALLENGES IN HUMAN RESOURCES

Section Outline :-
A. Working with Unions. B. Executive Compensation.
C. Globalization. D. Work-life Balance.
E. Comparable Worth. F. Sexual Harassment.
G .Securing and Retaining The Best Workers .
A. Working with Unions.

Union: - An Employee organization that has the main goal of representing

members in employee-management barraging over job-related issues.

Knights of Labor:-

American Federation of Labor (AFL) :-

Industrial unions :-

Congress of Industrial Organizations (CIO) :-

i. Negotiation Tactics Used by Unions:-

Negotiated labor-management agreement:- An agreement signed between

unions and management for agreed-upon working conditions benefits and
pay .

Strike:- A tactic by unions to negotiate . It occurs when workers

collectively refuse to go work .

Boycott:- Occurs when organized labor encourages both its members

and the general public not to buy the products of a firm involved in a labor
dispute .

Mediation :- The use of a third party who encourages both sides in a

dispute to come to an agreement .

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Arbitration: - Occurs when both parties agree on an unbiased third party
to make a decision about the disagreement.

ii. Negotiation Tactics Used by Management :-

Lockout : - An attempt by managers to put pressure on union
workers by temporarily closing the business

Injunction : - A court order directing someone to do, or to refrain

from doing, certain acts .

B. Executive Compensation .

Golden parachute: - Aptly refers to the massive amount of bonuses

received by upper-level executives upon leaving a company .

C. Globalization.

D. Work-life Balance.

E. Comparable Worth.

Comparable Worth :- The concept that people in jobs that require

similar levels of education ,training ,or skills should receive equal pay .

F. Sexual Harassment.

Sexual Harassment:- Unwelcome sexual advances ,requests for sexual favors

, and other conduct( verbal or physical ) of a sexual nature.

Hostile Work Environment :- An environment created as a result of sexual

harassment .

Quid pro quo :- An employee's submission

to sexual harassment is made
either a term or condition of employment or an employee's submission to or
rejection of such conduct is used as the basis for employment decisions
affecting the worker's status.

G. Securing and Retaining the Best Workers. :-

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