Dr. Fred Mugambi Mwirigi JKUAT 1. What is HRM? The integration of all processes, programs, and...
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Transcript of Dr. Fred Mugambi Mwirigi JKUAT 1. What is HRM? The integration of all processes, programs, and...
Dr. Fred Mugambi MwirigiJKUAT
1
What is HRM?• The integration of all processes, programs, and
systems in an organization that ensure staff are acquired and used in an effective way
• The management function that deals with recruitment, placement, training, development of organization members.
• HRM is a process for staffing the organization and sustaining high employee performance.
• HRM can be defined as all the practices, systems and procedures implemented to attract, acquire, develop and manage human resources to achieve the goals of an organization.
• Simply it is managing the employment relationship
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Uniqueness of HRM• 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, etc)
• HR is embedded within the work of all managers, and most individual contributors due to the need of managing people (subordinates, peers and superiors) as well as teams to get things done.
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Human resource planning• Human resource planning is
designed to ensure the future personnel needs will be constantly and appropriately met.
• The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing assigned tasks.
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Contd.
It is accomplished through analysis of• Internal factors : Current and
expected skill needs, vacancies and departmental expansions and reductions.
• Environmental factors: Labor markets, use of computers to build and maintain information about employees
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Contd. Human resource planning must be
integrated within the organizations strategic plans
Senior management must emphasize the importance of human resource planning
Human resource planning must be based on the most accurate information available.
A clear plan must be developed with associated time-spans and scope of activity.
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FOM 9.7
Human Resource Planning Sketch
Assessing FutureHuman Resource
Needs
Assessing Current Human Resources
Developing aProgram to Meet
Needs
Key components ofHRM• HR planning• Recruiting • Selecting• Organizational and • work design• Induction / Orientation• Performance Appraisal and Management• Disciplining • Rewarding/ retention• Training and developing• ‘Decruiting’ • Labour relations
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Recruitment The process by which a job vacancy
is identified and potential employees are notified.
The nature of the recruitment process is regulated and subject to employment law.
Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.
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Recruitment Job description – outline of the role
of the job holder Person specification – outline
of the skills and qualities required of the post holder
Applicants may demonstrate their suitability through application form, letter or curriculum vitae (CV)
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Selection
The process of assessing candidates and appointing a post holder
Applicants short listed – most suitable candidates selected
Selection process – varies according to organisation:
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Selection Interview – most common method Psychometric testing – assessing the personality
of the applicants – will they fit in? Aptitude testing – assessing the skills
of applicants In-tray exercise – activity based around what the
applicant will be doing, e.g. writing a letter to a disgruntled customer
Presentation – looking for different skills as well as the ideas of the candidate
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Orientation • Two types of orientation:1. Work unit orientation: Familiarizes employee with goals of work
unit, contribution to the unit’s goals, introduction to co-workers.
2. Organization orientation: Informs employee about the
organization’s objectives, history ,philosophy procedures and rules, human resource policies and benefits. Tour of organization’s work facilities.
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Discipline Firms cannot just ‘sack’ workers Wide range of procedures and steps
in dealing with workplace conflictInformal meetingsFormal meetingsVerbal warningsWritten warningsGrievance proceduresWorking with external agencies
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Development
Developing the employee can be regarded as investing in a valuable assetA source of motivationA source of helping the employee fulfil
potential
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Training
Similar to development:Provides new skills for the employeeKeeps the employee up to date
with changes in the fieldAims to improve efficiencyCan be external or ‘in-house’
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Performance Appraisal
Informal Performance Appraisal:
“The process of continually feeding back to subordinates information regarding their work performance”
Formal Performance Appraisal:
“A formalized appraisal process for rating work performance, identifying deserving raises or promotions, and identifying those in need of further training”.
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GraphicGraphicRatingRatingScaleScale
Written Written EssaysEssays
Critical Critical IncidentsIncidents
360 Degree360 DegreeFeedbackFeedback
MultipersonMultipersonComparisonsComparisons
BARSBARS
BehavioralBehavioralAnchoredAnchoredRating ScalesRating Scales
Performance AppraisalMethods
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Rewards Systems
The system of pay and benefits used by the firm to reward workers
Money not the only method Fringe benefits Flexibility at work Holidays, etc.
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Factors That Influence Compensation
Unionization
Level ofCompensation
and Benefits
Employee’stenure and
performance
Kind of jobperformedSize of
company
Managementphilosophy
Kind ofbusinessGeographical
location
Labour- orcapital-intensive
Companyprofitability
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Trade Unions and Labour Relations Importance of building relationships with
employee representatives Role of Trade Unions has changed Importance of consultation and negotiation
and working with trade unions Contributes to smooth change
management and leadership
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Productivity Measuring performance: How to value the workers contribution Difficulty in measuring some types of output –
especially in the service industry Appraisal
Meant to be non-judgmental Involves the worker and a nominated appraiser Agreeing strengths, weaknesses and ways forward
to help both employee and organisation
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Strategic Issues in HRM
Downsizing of personnel departments Strategic HR planning Outsourcing Devolution of administrative functions Human resource development
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Factors that influence HRM
Employee skills, knowledge and attitudes Social: social values, roles, trends, etc. Political: political forces, changes. Legal: laws, court decisions, regulatory
rules. Economic: product, labor, capital, factor
markets. Demographics Organization Culture Organization Strategy
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Four C’s Model For Evaluating Human Resources Competence Commitment Congruence Cost effectiveness
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Thank you
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