Management

Science
Week 11
Human Resource Management
• Is the process of managing the human resources of an
organization in tune with the vision of the top management.
• The process of acquisition, development, motivation, and
maintenance of human resources of an organization, is a
part of general management that deals with the human
aspect.
• Definition of HRM According to Flippo is Planning,
Organizing, directing, and controlling of the procurement
development, compensation, integration, maintenance and
suppuration of human resources to the objectives.
Function of HRM
• Planning – Establishing goals and standards, developing
rules and procedures, developing plans and forecasting.

• Organizing – Giving each subordinate a specific staff

establishing departments deligating authority,
communication and coordinating work.
• Staffing – Manning the position, determining the required
people, selecting training, developing, evaluating and
compensating.

• Leading – Getting others to get the job done, maintain

moral, motivating subordinates.
• Controlling – Setting standards, such as sales quota, quality
standards production levels, checking actual performance
and comparing with standard and taking necessary action.
Job Analysis
• Deals with the anatomy of the job. This is the complete study
of the job embodying every known and determinable factor.
Including the duties and responsibilities involved in its
performance.
• The conditions under which performance is carried on, the
nature of the task; the qualifications required in the worker,
and the conditions of employment such as pay, hors,
opportunities and privileges.
--- Harry L. Wylie
Objectives of Job Analysis
1. Job Description
• Is a job profile which describes the contents environment
and condition of jobs. It is prepared on the basis of data
collected through job analysis.
• It provides information relating to activities and duties to be
performed in a job. It differentiate one job from another by
introducing unique characteristics of each job.
2. Job Specification
• Is another notable objective of job analysis, it includes the
information relating to the requirements of skills and
abilities to perform a specific task.
• It states the minimum acceptable qualifications that an
incumbent must possess to perform the assigned duty
successfully. The job specification statement identifies the
knowledge, skills, abilities needed to perform that task
effectively.
3. Job Evaluation
• Also provides required information which are necessary for
evaluating the worthiness of jobs after the preparation of job
description and job specification statements.
• It assists for the evaluation of actual performance against the
predetermined standards, then the deviation is found out
that has taken place during the course of action.
Uses of Job Analysis
1) HR Planning
2) Recruitment and Selection
3) Training and Development
4) Compensation Management
5) Performance Appraisal
6) Information of Duties
7) Health and Safety
8) Job Re-engineering
9) Employee Counseling
Contents of Job Description
1.Job title (a title according to function) example: chief
engineer or controller.
2. Location of the job in the organization, that is, the
department to which employee is assigned, as for instance, a
bookkeeper to the accounting department, the cashier to the
office of the treasurer, etc.
3. To what higher position the job is tied to. Example: Filling
of completed application to the personnel director.
4. How much direction and supervision is given to the job. A
technician is under the direction and supervision of the
laboratory section.
5. Specific duties performed:
a.Regular as in the case of a typist who is assigned to that
job for as long as he holds that particular position in the
company.
b. Less frequently, but regularly as, once a week or every
fifteen days. Example is that of putting salaries and wages
in pay envelopes of employees and workers.
c. Occasionally. When the senior stenographer is absent
due to illness or vacation leave of absence, the junior
stenographer takes over his position and does the formers
job at least temporarily.
6. Unrelated tasks that could be assigned, as for example,
during an emergency, vacancies, resignations, absence, etc.
7. Extent of job authority, if any. Statement of authority
relationships may include:
a.From whom authority is received for this position.
b.To whom orders and instructions are given.
8. Working conditions, that is, whether safe, pleasant and
conductive to higher productivity. If the reverse obtains, there
should be a clear statement to that effect.
9. Machinery or equipment required for the job. Examples:
calculators for accounts and bookkeepers, typewriters for
typists, software or hardware for those who are in charge with
computers and etc.
10. Others that have a bearing on the job. An example is that
responsibility for maintenance of adequate supply of
materials; proper utilization of resources, etc.
Key Components
◼Manpower Requirements
◼Recruitment
◼Performance Management
◼Training and Development
◼Staff Relations
Key Components of Human Resource Management

• Manpower Planning
◼Enables a department to project its short to long term
needs on the basis of its departmental plans so that it can
adjust its manpower requirements to meet changing
priorities.
• Needs of Manpower Planning:
1)The Number of recruits required in a specific timeframe and
the availability of talent.
2)Early indications of potential recruitment or retention
difficulties.
3)Surpluses or deficiencies in certain ranks or grades.
4)Availability of suitable qualified and experienced successors.
Manpower Planning comprises two key Components

Succession Planning
• Assesses the likely turnover in key posts, identifies suitable
candidates to fill these posts in future, and ensures that they
have the right training and exposures for their future work,
given the effort and support.
• Succession Planning is a very important exercise because it minimizes
the impact of turnover in these key ranks and given a branch or
department early warning of any skill shortages or likely difficulties in
finding suitable candidates.
• Ideally a succession plan should cover 3 to 5 years. The
succession plan should identify:
a)Possible Successors
b)Causes of turnover
c) Competencies of successors and the training required for
them
d)Posts for which no apparent successor exists and the
remedial action planned.
Turnover
• Refers to retirement, resignation, and redundancy. While a
department cannot plan turnover because there are factors,
such as resignation which are beyond its control, it can
monitor turnover carefully to ensure the department will
have minimal difficulties in retaining staff.
• If such difficulties are envisages or experienced, the
department will find out the causes for them and take
early steps to address them by improving, for
example: motivation or training and development
opportunities.
Manpower Factors
1. External Factors
• A number of factors may affect whether talent is available in
the market to fill posts in a department.
• These include the availability of the required personnel with
the necessary qualifications, skills, and experience at a
specified time, the relative job opportunities in the private
sector and the general outlook of the economy.
2. Internal Factors
• A department assesses the number of staff its requires at
different levels, at specified timeframes, in the light of its
present and planned future work commitments, this may
lead to an increase or decrease of the current manpower.
• Recruitment
◼The action of enlisting new people in the organization.
◼The action of finding new people to join an organization or
support a cause.
◼The recruitment process including analyzing the
requirements of a job, attracting employees to that job,
screening and selecting applicants, hiring, and integrating
the new employee to the organization.
• General Principles of Recruitment:
1)Use procedures which clearly understood by candidates
2)Be fair, giving candidates who meet the stipulated minimum
requirement and equal opportunity for selection.
3)Select candidates on the basis of merit and ability.
Five factors to consider in Candidate Selection
1. Skills
• One of the easiest way to shift through candidates is through
their skill set. Can they do the job and can do it efficiently.
Skills can be easy to measure based on the facts like resume,
cover letter, and interview.
2. Personality
• Depending on the culture of the organization, you will be
looking for a certain fit. You will want to make sure that the
successful candidate will fit in and be a team player.
• Or perhaps you are looking for leadership qualities, so in the
interview you should be asking questions to learn more
about personality of the candidates.
3. Desire
• While you may not be looking for a candidate that is a little
passionate, desire on its own can sometimes help to
overlook a lack of skill in the candidate. Drive and passion
can help people be just as successful as skill and experience.
4. Attitude
• This can be an easy red flag, it’s one thing to be passionate
and go-getter, but if the candidate displays an arrogant or
overconfident attitude you may want to reconsider if they
are a right fit.
5. Communicate Clear Expectations
• People are just hired to fill the position being advertised, any
time your organization is in recruiting or hiring mode, you
have an opportunity to revisit what that position beholds
and what it should be.
• Having a clearly defined job description and communicating
it during the interview process is a great way to determine if
the candidate is truly a fit for your organization, will allow
you and the candidate to decide whether there is a match or
not.
Performance Management
• Is a continuous process of identifying, measuring, and
developing the performance of individuals and teams and
aligning performance with the strategic goals of the
organization.
Contributions of Performance Management Systems

• Motivation to perform is increased

• Self- esteem is increased
• Managers gain insight about subordinates
• The definition of job and criteria are cleared
• Administrative actions are more fair and appropriate
• Organizational goals are made clearer
• Employees become more competent
Key Components of Performance Management

1. Motivation
• Managers should aim to increase performance through self –
motivation, rather than giving to use external motivation to
bring about higher standards of performance.
2. Performance Appraisal
• Enables management to evaluate an individual’s
performance in the current job to identify strengths and
overcome weaknesses.
• It provides information to assist management plan postings,
transfers and promotions. Management is able to compare
performance and potential between officers of the same
rank.
3. Promotion
• Denotes that an individual has the competencies, i.e. the
skills, abilities, knowledge and attitudes, required to perform
effectively at the next higher rank.
• Training and Development
◼Is a subsystem of an organization which emphasize on the
improvement of the performance of individuals and groups.
Training is an educational process which involves the
sharpening of skills, concepts, changing of attitude and
gaining ,more knowledge to enhance the performance of
the employees.
Importance of Training and Development
• For companies to keep improving, it is important for
organizations to have continuous training and development
programs for their employees. Competition and the business
environment keeps changing, and hence it is critical to keep
earning and pick up new skills.
The importance of training and development is as follows:
• Optimum utilization of human resources
• Development of skills
• To increase the productivity
• Team spirit
• For improvement of organization culture
• To improve quality and safety
• To increase profitability
• Improve the morale and corporate image.
Advantages of Training and Development

• Training and development has a cost attached to it. However,

since it is beneficial for companies in the long run, they
ensure employees are trained regularly, some advantages
are:
1)Help employees develop new skills and increase their
knowledge
2)Improves efficiency and productivity of the individuals as
well as the teams.
3.Proper training and development can remove bottle necks in
operations
4. New and improved job positions can be created to make
the organization learner
5. Keeps employees motivated.
Disadvantages of Training and Development

• Even though there are several advantages, some drawbacks

of training and development are mentioned below:
1)It is expensive process which includes arranging the correct
trainers and engaging employees for non – revenue
activities.
2)There is a risk that after the training and development
session, the employees can quit the job.
Methods of Training
1)On the job training – It is designed to make an employees
immediately productive. It is learning by physically doing the
work. The focus here is o provide specific skills in a real
situation. These methods include:
a)Job Instruction Training – Is a method used for such jobs which
can be performed with relatively low skill, the trainees
systematically acquire skills by following routine instructions in
key processes from a qualified instructors.
b) Experiential Training – This is a modern approach to the
learning process, this method is more used for training the senior
executives. It is a technique which empowers the manager-trainee
with the freedom of choice to act upon and the capacity to initiate
rather than simply respond to circumstances.
c) Demonstrations – The work procedures are demonstrated to the
trainees, each of the trainees is asked to carry out the work on a
sample basis.
2) Off-the-job-training methods – Provides a relatively broad
idea relating to a given job or task. These are meant for
developing an understanding of general principles,
background knowledge, or generating awareness of
comparative ideas and practice.
a)Lectures – These techniques are designed to communicate
specific interpersonal, technical or problem solving skills.
b) Conferences – Refer to get together of the experts from
different areas of a given topic, these experts present their
views based on their work experience and research results.
c) Seminars – Are held periodically by the professional
organizations for the benefit of al the practicing managers by
taking into consideration the recent advances in a specialized
area.
d) Case study – This is a predominant technique followed even
in premier management institutes, this technique helps to
provide an understanding of what has gone wrong in a
particular case.
e) Role-Playing – The participants are assigned roes and asked
to react to one another, as they would do in their managerial
jobs.
f) Simulation Exercises – This includes interactive exercises in
which trainees practice their skills on working models or in
mock situations based on real life situations.
g) Group decision making – Refers to the process of making
decisions based on the opinions expressed by all the
concerned, may be subordinates, peers, or outside
consultants.
• Staff Relations
• Is to ensure effective communication between management
and staff, to secure maximum cooperation from staff, and to
motivate staff to give their best by ensuring that they fee
fairly treated, and understand the overall direction and
values of the departments/ company.
• Staff Relation Cover:
1)Securing Staff Commitment
2)Consultation
3)Communication
4)Recognition