2. The policies and practices one needs to carry
out the “people” or human resource aspects of
a management position, including recruiting,
screening, training, rewarding, and appraising
and what a manager should know about
his/her employees.
3.
4. Avoiding personnel mistakes
Getting results through people
5. 1. A line function
Line authority - authorities exerted by a
personnel manager by directing the activities of
the people in his/her own department and in
service areas.
Implied authority - authority exerted by a
personnel manager by virtue of other’s
knowledge that he/she has access to top
management (in areas like testing and
affirmative action).
6. 2. A coordinative function
Functional control- the authority exerted by
an HR manager as coordinator of personnel
activities.
3. Staf f functions
HR provides various staff services to line
management.
7. Employee advocacy
HR must take responsibility for clearly
defining how management should be treating
employees, make sure employees have the
mechanisms required to contest unfair
practices, and represent the interest of
employees within the framework of its primary
obligation to senior management.
8.
9. It is consists of putting right number of people,
right kind of people at the right place, right
time, doing the right things for which they are
suited for the achievement of goals of the
organization.
10. Analyzing the current manpower inventory
Making future manpower forecasts
Developing employment programs
Design training programs
11. Key to managerial functions- Human resources help
in the implementation of all the managerial activities.
Ef ficient utilization- Setting of large scale enterprises
require management of large scale manpower.
Motivation- , i.e., incentive plans to be framed for further
participation and employment of employees in a concern.
Better human relations- Staffing function also looks
after training and development of the work force which
leads to co-operation and better human relations.
Higher productivity - Productivity level increases when
resources are utilized in best possible manner.
12. Recruitment- process of identifying that the
organization needs to employ someone up to
the point at which application forms for the
post have arrived at the organization.
Selection- consists of the processes involved
in choosing from applicants a suitable
candidate to fill a post/particular position.
13. Understaffing loses the business economies of scale
and specialization, orders, customers and profits.
Overstaffing is wasteful and expensive, if sustained,
and it is costly to eliminate because of modern
legislation in respect of redundancy payments,
consultation, minimum periods of notice, etc.
14. A. Personnel Recruitment- means/process
by which companies attract job applicants.
B. Personnel Screening- process of
reviewing information about job applicants to
choose workers.
C. Personnel Selection- process of
choosing applicants for employment
16. ADVANTAGES OF INTERNAL DISADVANTAGES OF INTERNAL
RECRUITMENT RECRUITMENT
Considerable savings can be You will have to replace the
made. person who has been
The organization is unlikely to promoted.
be greatly 'disrupted' by An insider may be less likely
someone who is used to to make the essential
working with others in the criticisms required to get the
organization. company working more
Internal promotion acts as an effectively.
incentive to all staff to work Promotion of one person in a
harder within the organization. company may upset someone
From the firm's point of view, else.
the strengths and weaknesses of
an insider will have been
assessed.
17. ADVANTAGES OF EXTERNAL DISADVANTAGES OF EXTERNAL
RECRUITMENT RECRUITMENT
It is possible to draw It is more costly and the
upon a wider range of company may end up
talent with someone who proves
It provides the to be less effective in
opportunity to bring new practice than they did on
experience and ideas in to paper and in the interview
the business. situation
18. Job analysis- process of examining jobs in
order to identify the key requirements of each
job.
Important questions need to be explored:
a. the title of the job
b. to whom the employee is responsible
c. for whom the employee is responsible
d. a simple description of the role and duties of
the employee within the organization.
19. Choose employees either from the ranks of your existing
staff or from the recruitment of new staff.
Set out the training requirements of a particular job.
Provide information which will help in decision making
about the type of equipment and materials to be employed
with the job.
tasks.
Identify and profile the experiences of employees in their
work tasks.
Identify areas of risk and danger at work.
Help in setting rates of pay for job.
20. Job description- sets out how a particular
employee will fit into the organization.
It will therefore need to set out:
a. the title of the job
b. to whom the employee is responsible
c. for whom the employee is responsible
d. a simple description of the role and duties of
the employee within the organization.
.
21. Job specification- highlights the mental
and physical attributes required of the job
holder.
Example: a job specification for a trainee
manager in a retail store
Managers at all levels would be expected to
show responsibility. The company is looking for
people who are tough and talented. They
should have a flair for business, know how to
sell, and to work in a team.'
22. An ef fective selection procedure will
therefore take into consideration the following:
keeping the costs of selection down
making sure that the skills and qualities being
sought have been identified
developing a process for identifying them in
candidates
making sure that the candidates selected will
want the job, and will stay with the company
23. Education- “mind preparation” and is carried
out distant from the actual work area
Training- the systematic development of the
attitude, knowledge, skill pattern required by a
person to perform a given task or job
adequately.
Development- the growth of the individual in
terms of ability, understanding and awareness
24. On the job - learning skills through experience at
work
Off the job - learning through attending courses.
25. Develop workers to undertake higher-grade
tasks
Provide the conventional training of new and
young workers
Raise efficiency and standards of performance
Meet legislative requirements (e.g. health and
safety)
Inform people (induction training, pre-
retirement courses, etc.)
26. Per formance Evaluation- formal procedure
used to assess the multidimensional job
performance of the employees
Issues in evaluation:
a. evaluations can be subjective or objective
b. halo effect- tendency to rate a person as too
high or too low based on one outstanding trait
27. To improve organizational performance by improving
the performance of individual contributors.
To identify potential.
To provide an equitable method of linking payment to
performance where there are no numerical criteria.
28. Per formance appraisal- a review and
discussion of an employee's performance of
assigned duties and responsibilities.
The appraisal measures skills and
accomplishments with reasonable accuracy
and uniformity.
It provides a way to help identify areas for
performance enhancement and to help
promote professional growth.
29. 360 degrees appraisal- employees are
being rated by their supervisor and vice versa
Results of Performance Appraisal
a. positive results
b. negative results
30. POSITIVE RESULTS NEGATIVE RESULTS
Increased in motivation to Quitting
perform effectively. False and misleading data
Gain new insight into the Damaged self-esteem
person being appraised Waste of time
and vice versa.
People’s relationship may
Job of the person being be worsened permanently.
appraised may be clarified
and better defined.
31. POSITIVE RESULT NEGATIVE RESULT
Better understanding of Low/decreased
themselves and kind of performance motivation.
activities that are of Waste of money on forms,
value. training, and a host of
Rewards: pay and training activities.
promotion can be
distributed on a fair,
credible basis.
32. Health at the individual employee level
is not just the absence of illness but also
includes positive health or optimal functioning
Health at the organizational level now
includes human resource factors such as
turnover rates, the number of grievances, and
the overall morale of employees of the
organization
33. Job stress- the harmful physical and
emotional responses that occur when the
requirements of the job do not match the
capabilities, resources, or needs of the worker.
34. Role ambiguity - lack of clarity and specificity
about one’s occupational role responsibilities
Role conflict - the presence of competing or
incompatible role demands
Role overload - having too much work to do,
too little time to do that work, and/or not
having the resources to complete the work
required
35.
36. Ensure that the workload is in line with workers' capabilities and
resources.
Design jobs to provide meaning, stimulation, and opportunities for
workers to use their skills.
Clearly define workers' roles and responsibilities.
Give workers opportunities to participate in decisions and actions
affecting their jobs.
Improve communications-reduce uncertainty about career
development and future employment prospects.
Provide opportunities for social interaction among workers.
Establish work schedules that are compatible with demands and
responsibilities outside the job.
37. ADVANTAGE DISADVANTAGE
It rapidly reduce stress The beneficial effects on
symptoms such as anxiety stress symptoms are often
and sleep disturbances. short-lived.
Inexpensive and easy to They often ignore important
implement. root causes of stress
because they focus on the
worker and not the
environment.
38. Workplace violence- any act in which a
person is abused, threatened, intimidated or
assaulted in his or her employment.
With the expansion of service-producing
businesses, we have seen an increase in the
number of deaths in the retail and
transportation industries
39. Workplace violence includes:
threatening behaviour - such as shaking fists,
destroying property or throwing objects.
verbal or written threats - any expression of an
intent to inflict harm.
harassment - any behavior that demeans,
embarrasses, humiliates, annoys, alarms or verbally
abuses a person and that is known or would be
expected to be unwelcome.
verbal abuse - swearing, insults or condescending
language.
physical attacks - hitting, shoving, pushing or
kicking.
40. Sexual harassment- is “unwelcome verbal,
visual, or physical conduct of a sexual nature that
is severe or per vasive and af fects working
conditions or creates a hostile work
environment.”
Sexual harassment may lead to psychological distress
and overall health issues
41. Discrimination is associated with negative
mental health outcomes
Diversity can increase stress and make
communication with coworkers more difficult
42. Organizational health and safety interventions
can be classified into two general categories:
Initiatives that reduce and prevent strain and injury
from occurring in the first place
Initiatives that help to rehabilitate individuals who
have already experienced strain and injury
43. COMPENSATION
Financial incentives may promote safe
behaviors as long as the incentive programs
are aligned with other organizational systems
EMPLOYEE INVOLVEMENT & JOB
ENRICHMENT
Organizations can involve their employees
in the development and implementation of
policies and practices related to occupational
health and safety
44. DIVERSIT Y TRAINING
Diversity training can be integrated with
other, more general training initiatives such as
team building, mentoring programs, and
management training
WORK-LIFE BALANCE INITIATIVES
Flexible work hours and childcare assistance
Flexible leave options
45. Ways to target and prevent injuries:
Eliminate hazards entirely by redesigning jobs such
that exposure to hazards is no longer necessary
Block access to hazards that the organization
cannot eliminate
Training employees to recognize hazards and avoid
them
46. Programs aimed at helping employees that are
experiencing a range of personal concerns
such as stress, family difficulties, substance
abuse, financial troubles, and legal problems
47. Health promotion programs are aimed at
increasing positive health behaviors such as
exercise and relaxation techniques, while
decreasing negative health behaviors such as
smoking or unhealthy diets
48. Conduct Health and Safety Audits
Incorporate Health and Safety into Performance
Appraisals
Incorporate Health and Safety into Compensation
Systems
Integrate the Health and Safety Functions Within the
Organization
Monitor the External Environment for Health and
Safety Issues
Promote the Importance of Health and Safety
