The document discusses various aspects of human resource management including HR planning, recruitment, selection, performance appraisal, organizational change, and conflict management. It describes the key processes in HR such as job analysis, sources of recruitment, the selection process, and performance appraisal techniques. It also examines factors that influence organizational change and ways to manage conflicts within an organization.
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Human Resource Management
The integration of all processes, programs, and systems
in an organization that ensure staff are acquired and
used in an effective way
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Human Resource Management (Contd.)
HR is multidisciplinary: It applies the disciplines of
Economics (wages, markets, resources),
Psychology (motivation, satisfaction),
Sociology (organization structure, culture) and
Law (min. wage, labor contracts)
What HR Professionals Do?
HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations
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Human Resource Planning
The process of systematically reviewing HR
requirements to ensure that the required
number of employees, with the required skills,
are available when they are needed
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HR Planning
We have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning
Inventory Chart
Present & Future staffing situations
Helps in retention & expulsion strategy
External Labour Supply
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Job Analysis
(Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
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Definitions
Job - Consists of a group of tasks that must be performed for an
organization to achieve its goals
Position - Collection of tasks and responsibilities performed by
one person; there is a position for every individual in an
organization
Job analysis - Systematic process of determining the skills, duties,
and knowledge required for performing jobs in an organization
(functional job analysis , position analysis questionnaire)
Job description – document providing information regarding
tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform a particular
job
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Recruitment
Process of locating, identifying, and
attracting capable candidates
Can be for current or future needs
Critical activity for some
corporations.
What sources do we use for
recruitment
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SELECTION
A series of steps from initial applicant screening to
final hiring of the new employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.
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Selection process
Step 1 Completing application materials.
Gathering information regarding an applicant’s
background and experiences.
Typical application materials.
•Traditional application forms.
•Résumés.
•Sometimes tests may be included with application
materials.
Step 2 Conducting an interview.
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Selection process
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
•Cognitive, clerical, or mechanical aptitudes or abilities.
•Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
•Basic level checks.
•Reference checks.
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Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding
selection steps.
A job offer is made.
A physical examination may be required if it is
relevant to job performance.
Negotiation of salary and/or benefits for some
jobs.
Step 6 Socialization.
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Why Conduct Performance Appraisals?
Make decisions about that person's future with the
organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel decisions
Research
Validation of selection techniques and criteria
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A Model of Performance
Appraisal
Skills/Activities/Output
Performance Appraisal System
Reward/Training/Punishment
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Techniques for Evaluating
Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for career
development than for promotion decisions
Self-evaluation
Self-ratings suffer from leniency
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multi-source)
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Key Steps in Implementing 360°
Appraisal
Top management communicates the goals
Employees and managers are involved in the development of
the appraisal criteria and process.
Employees are trained in giving & receiving feedback.
Employees are informed of the nature of the 360° appraisal
instrument and process.
The 360° system undergoes pilot testing
Management continuously reinforces the goals of the 360°
appraisal and is ready to change the process when necessary.
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Relative and Absolute Judgment
An appraisal format that asks supervisors to
compare an employee's performance to the
performance of other employees doing the same
job.
Relative Judgment
An appraisal format that asks supervisors to make
judgments about an employee’s performance
based solely on performance standards.
Absolute Judgment
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Rating Methods
Performance rating scales
Supervisors indicate how or to what degree a
worker possesses a relevant job characteristic
Ranking technique
Supervisors list the workers in order from
highest to lowest
Paired-comparison technique
Compares the performance of each worker
with that of every other person in the group
Forced choice technique
Raters are presented with groups of descriptive
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Rating Methods
Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Critical-incident behaviors are established
These behaviors are used as standards for
appraising effectiveness
The BARS items can be scored objectively by
indicating whether the employee displays that
behavior
Behavioral observation scales (BOS)
Appraisers rate the frequency of critical employee
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Concept of Organizational
Change
Defined as adoption of a new idea or behavior by an
organization.
Organizations need to continuously adapt to new
situations if they are to survive and prosper
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Planned and Unplanned Organizational
Changes
Planned Changes
• Changes in products and
services
• Changes in administrative
systems
• Changes in organizational
size or structure
• Introduction of new
technologies
• Advances in information
processing and
communication
Unplanned Changes
• Changing employee
demographics
• Performance gaps
• Governmental regulations
• Economic competition in the
global arena
Organizational
Change
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Resistance to Change - Forms
Overt and immediate
Voicing complaints, engaging in job actions
Implicit and deferred
Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism
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Resistance to Change
Structural &
Group Inertia
Limited Focus
Threat to establish
resource allocation
Threat to Expertise
Threat to establish
power relationship
Organization
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Definition of OD
OD is a planned process of change in an organization’s
culture through the utilization of behavioral science
technology, research, and theory.
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Organization Development is...
a systemwide application and transfer of behavioral
science knowledge to the planned development,
improvement, and reinforcement of the strategies,
structures, and processes that lead to organization
effectiveness.
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Organizational Development - The
Premises
Respect for people
Trust and support
Power equalization
Confrontation
Participation
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Manager Development
On the Job Training
Planned Progression
Job Rotation
Creation of “assistant-to”
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations