DIP/MASTER OF ENGINEERING MANAGEMENT

MEM604
HUMAN RESOURCE MANAGEMENT
COURSE PARTICULARS
Course Code: MEM604
Course Title: HUMAN RESOURCE MANAGEMENT
Course Duration: Two hours of theory per week for
12 weeks.
Status: Compulsory

COURSE INSTRUCTOR
DR.WAEL ELAMIN,
Dept. of Agricultural and Biological Engineering,
Phone: +249128310261
Email: wael.elamin@uofk.edu
COURSE OBJECTIVE:
To introduce the engineer to the roles and
responsibilities of the human resources
department.

COURSE OUTCOMES:
Obtaining the necessary knowledge to deal
with the human resource management
issues e.g. planning, recruiting and training.
COURSE OUTLINES:
Overview, strategic role of human resource
management, job analysis, human resource
planning, recruiting and selection, wages
and salaries administration, benefits,
training and development, performance
appraisal, incentive schemes, employee
relations.
 Reference
An Introduction to Human Resource
Management
Wendy Bloisi
 GRADING SYSTEM FOR THE COURSE
This course will be graded as follows:
• Attendance 5%
• Assignments 15%
• Test 10%
• Final Examination 70%
• TOTAL 100%
 GENERAL INSTRUCTIONS
Attendance:
It is expected that every student will be in class for lectures and also
participate in all practical exercises. Attendance records will be kept and
used to determine each person’s qualification to sit for the final examination.
In case of illness or other unavoidable cause of absence, the student must
communicate as soon as possible with any of the instructors, indicating the
reason for the absence.

Academic Integrity:
Violations of academic integrity, including dishonesty in assignments,
examinations, or other academic performances are prohibited. You are not
allowed to make copies of another person’s work and submit it as your own;
that is plagiarism. All cases of academic dishonesty will be reported to the
University Management for appropriate sanctions in accordance with the
guidelines for handling students’ misconduct as spelt out in the Students’
Handbook.
 GENERAL INSTRUCTIONS
Assignments and Group Work:
Students are expected to submit assignments as scheduled.
Failure to submit an assignment as at when due will earn you
zero for that assignment. Only under extenuating circumstances,
for which a student has notified any of the instructors in
advance, will late submission of assignments be permitted.

Code of Conduct in Lecture Rooms and Laboratories:

Students should turn off their cell phones during lectures.
Students are prohibited from engaging in other activities (such
as texting, watching videos, etc.) during lectures. Food and
drinks are also not permitted.
 What we mean by the term
Human Resource
 People in work organization with range
of abilities, talents and attitudes,
influence productivity, quality and
profitability
 People set overall strategies and goals,
design work systems, produce goods
and services, monitor quality, allocate
financial resource, and market the
products and services.
Key to Organizational
Success:

People
People
People
NOTE:
People are precious in organizations. No
one’s talents can be wasted in the quest
for high performance.

In principle, at least, the following

organizational slogans say it all:
“People are our most important asset”.

“It’s people who make the difference”.

“It’s people who work for us who . . . determine

whether our company thrives or languishes”.
 Study Question 1: Why do people
make the difference?
1. Human capital is essential to any
organization’s long-term performance
success.

2. Organizations perform better when they

treat their employees better.

3. Human resources are key to

organizational success or failure.
 Study Question 1: Why do people
make the difference?
Building high performance work environments
depends on having people with the following
qualities:
 Work ethic
 Ambition and energy
 Knowledge
 Creativity
 Motivation
 Sincerity
 Outlook
 Collegiality and collaborativeness
 Curiosity
 Judgment and maturity
 Integrity 13
THE WORLD’S MOST ADMIRED
COMPANIES - Survey Evidence:
1. take their mission statements seriously,
2. Guided by a strong organizational
culture,
3. Foster a very strong company spirit,
4. See career development as an
investment,
5. Whenever possible promote from within,
6. Reward performance,
7. Measure workforce satisfaction
 High-Performance Work Systems

Increase productivity and performance by:

Recruiting, screening and hiring more
effectively
Providing more and better training
Paying higher wages
Providing a safer work environment
Linking pay to performance
Personnel Mistakes
 Hire the wrong person for the job
 Experience high turnover
 Have your people not doing their best
 Waste time with useless HR activities.
 Have your company sued by own employees
 Have your company cited by OSHA
 Have some employees think their salaries are unfair
and inequitable relative to others in the organization
 Allow a lack of training to undermine your
department’s effectiveness
 Commit any unfair labor practices
 Human Resource
Management at Work
•What Is Human Resource Management
(HRM)?
The process of acquiring,
training, appraising, and
compensating employees, and
of attending to their labor
relations, health and safety, and
fairness concerns.
Effective HRM:

“If you hire the right people,

if you’ve got the right fit,
. . .then everything will
take care of itself”.
 Human Resource
Management Objectives
HRM practices, therefore, aim to
achieve two sets of objectives:

1. Improve employee performance, and

2. Enhance organizational effectiveness

 The three key purpose of effective
human resource management
(HRM(
 Productivity
 Quality Work Life (QWL)
 Legal Compliance
The Importance of Effective HRM

 The costs associated with human

resources
 The productivity crisis
 The increasing pace and complexity of
social, cultural, legal, and educational
changes
 The symptoms of dysfunction in the
workplace.
HRM Strategies of Successful
Organizations:
1. the careful screening of new recruits and
the development of an internal labour
market,
2. a clear company philosophy which
expresses concern for employees’ career
development and needs, and,
3. an emphasis on co-operation and
teamwork in a unique company
environment.
HOW IT WAS STARTED

HUMAN EMPLOYMENT:
All aspects or activities of
managing people at work so that
their efforts be directed towards
achieving organizational goals.
 HOW IT WAS STARTED
Scientific Management Approach (mid 1900s)

— Study of motion and fatigue

— 'one-best-way' to accomplish the task
— Piece-rate system
— Welfare programmes
— Failed to bring behavioural changes and
increase in productivity
HOW IT WAS STARTED
1. HENRI FAYOL laid the first foundations for
modern scientific management.
2. FAYOL was the first to describe the
human employment as a role of
management,
3. He recommended the selection and
training of workers as well as managers.
4. The selection of manager should be upon
certain qualities (physical, moral,
educational and experience)
HOW IT WAS STARTED

TAYLOR's 4 principles of Mgt:

1. Science, Not Rule of Thumb,
2. Harmony, Not Discord,
3. Cooperation, Not Individualism,
4. Development of Each and Every Person to
His / Her Greatest Efficiency and
Prosperity
 HOW IT WAS STARTED

Human Relations Approach (1930-40)

— Effect of social and psychological factors
— Relations and respect → High
Productivity
 HOW IT WAS STARTED

Personnel Management Approach (1970s)

— Principles
• Employees are assets
• Policies, programmes and practices - help in
work and personal development
• Conducive environment

Personnel Management TERM

 HOW IT WAS STARTED

Human Resources Approach (1980s)

PM to HRM

HUMAN CAPITAL
• The STOCK OF knowledge, skills, and
capabilities of individuals that have economic
value to an organization.

Capital: Cash, valuable or goods used to

generate income