Techniques of Hrm

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Methods and Techniques Specific

to Human Resource Management

Ovidiu NICOLESCUThe Bucharest Academy of Economic Studies, Romania

E-mail: [email protected]

Phone/fa: !" #$%&%'%'()

e!"ords# human resource management, specific human resource managementmethods, knowledge-based economy, human resources reengineering

$ %re&iminar! Considerations

*uman resource management is among the fields +here managerialractices and theoretical-methodological research hae een going throughetensie deeloment during the last decades. t is a natural situation, generatedmainly y the follo+ing varia'&es:

the increase in the training leel, the +or0 and the creation otential of

human resources, at ery high leels, difficult to imagine not ery longago1

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Abstract

The first part of the study presents the contextual and conceptual noveltyelements concerning human resources on which this human resource management

approach relies. The conceptual novelty element is represented by the comprehensive

approach of human resource management (M!", focused on the relationships of the

organisation with internal and external human stakeholders, not limiting to thetraditional approach, managers subordonees.

The second part of the paper makes a selection of methods and techni#uesused in human resource management, grouped on the $% activities specific to M!.

This ensures a coherent and effective methodological basis for human resourcemanagers and specialists, in agreement with the challenges of the current period of

transition to knowledge-based economy.The last part of the study indicates the methods and the techni#ues

recommended to be used in particular during the eight stages of human resourcereengineering.


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a+areness for the decisie imact that human resources hae on the

functionality of management and the erformance of organisations,

+hateer their ranch or si6e1

the start of the 0no+ledge reolution, +herey the ne+ economy ismade, +hich 7ushes8 0no+ledge and the human resource to the

foreground of all economic-social actiities, as main generator, holder

and user of 0no+ledge.n the contet of this eolution, our study resents t"o ma(or nove&t!

e&ements.a9 it aroaches human resource management +ith a comrehensie

ie+, of ours, ased on the sta0eholders rincile, not limiting to the traditionalmanagers suordonees relationshi, +hich is still necessary and imortant, ut notenough for the comleity sho+n in a deeloed economic enironment. n figure

% +e resent the actiities +hich, in our oinion, ma0e u the human resourcefield.

)igure $ The activities ma*ing up the human resources fie&d

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*uman ResourceTraining and Re-Training

*uman ResourcesAssessment

Emloyees ntegration

*uman Resource

Recruitment andSelection

*uman Resource;orecasting

ature Elementsof 3anagers ?or0

2areer


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9 it ma0es a selection of methods and techni=ues groued on the mainhuman resource actiities and the main stages of the human resource managementsusystem reengineering. These elements are articularly useful in

rofessionalisation and ma0ing efficient human resource management +ithinorganisations.

+ The Main Specific Methods and Techniques

The literature and the ractice of human resource management use a largenumer of methods and techni=ues, articularly aried, coming from sychology,sociology, management, mathematics, statistics, and informatics or from theirinterface areas. n the follo+ing tale +e resent a se&ection of methods andtechniques+hich focused on the most fre=uently used and/or effectie in the

rofessional management of modern enterrises, groued on the human resourcefield actiities, as reiously estalished.

Methods and techniques grouped on human resource activities

Ta'&e $Curren

t No,-ctivit! Methods. Techniques and %rocedures

%


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Curren


D the Fantt chart

D staff fluctuation indeD the etraolation of the current human resource numer

and structureD the retirement inde

D inestment alue er +or0laceD inestment alue for the net eriod

& Recruitingand selecting

human resources

D human resource selection modelD general 0no+ledge tests

D secific 0no+ledge tests y field, ositions etc.D s0ills tests Gdistriuted attention, communication, nego-

tiation etc.9D =ualities tests Gintelligence, memory, reaction time, a.s.o.9

D ersonality testsD ractical eam

D roects elaoration

D case studyD +riting aers

D interie+

D =uestionnaireD ersonnel file

D 2.4.D studies diloma

D recommendations from former managers

" ntegrating

emloyees

D indiidual laour contract

D laour rotection seminarD orientation discussion et+een the deartment manager

and the ne+ emloyeeD comanys organigram

D descrition of the o assignedD the organisation and oeration handoo0 of the organisation

D the internal regulation of the comanyD the manager resenting the ne+ emloyee to the

comartment colleaguesD secific +or0 instructions to the o

D methodologies in the ne+ emloyees field of actiityD celerating the ne+ emloyees secial days Girthday,

name day etc.9

5 Training human

resources

D indiidual study

D achelors degreeD masters degree

D doctors degreeD ocational schools

D +or0lace arenticeshiD anel

D case study

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Curren


D studying secialty aers

D resentationD demonstration

D elaoration of secific roectsD seciali6ed training

D o rotationD research roect

D managerial simulationD managerial game

D the incidence methodD information seminar

D referring to secialty sites

D =uality, s0ill and 0no+ledge testsD continue learning

D udate training rogramme

D re=ualification rogrammeD information and documentation isits in other comanies

D articiating to secialty conferences, congresses etc.

D delegationD coachingD mentoring

D sensiity trainingD in 7as0et8 method

( 2ommunicating+ith human

resources

D information, coordination, decision, comle meeting etc.D e-mail

D 7four eyes8 discussion et+een manager-suordinateD +ritten notice

D +ritten communicationD alanced scorecard

D set of instructions on certain actiitiesD the organisations 7ne+saer8

D anel +ith the erformers +ithin the organisationD annual letter of the 2E Gor of the organisations

manager9 to the emloyees

) *uman resource

assessment

D &(## assessment

D assessment interie+D +or0 roductiity

D management y oectiesD the diagnostic analysis

D notationD oerall assessment

D functional ealuation

D the Gassessment9 case method

D self-assessment testD assessment test

D grahic scale for classifying human =ualities

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Curren


D mied standard scale of human =ualities

D the essay methodD the critical incidents method

D the ehaiours chec0list methodD human resource assessment centre

2areerdeeloment

D o analysisD career lan

D organigramD mentoring

D tutoring

D coachingH

' *uman resource

romotion

D granting gradations and stages +ithin the same o

D incumency +ithin a articiatie managerial odyD inclusion in a scientific, consulting ody etc. dealing

+ith maor oecties and/or issues in the comanyD o descrition

D list of ositions

%# Relationshis+ith secialsta0eholders

D initing sta0eholders to isit the organisationD sta0eholders inclusion in the comanys articiatiemanagerial ody

D sta0eholders articiation to the celeration of maoreents in the organisation

D continuously informing sta0eholders on the secialeents +ithin the organisation

D sending cards, gifts etc. to sta0eholders on the occasionof the main holidays, of certain secial ersonal eents for

them etc.D offering financial incenties to sta0eholders Gonuses,

commissions, remiums, discounts etc.9 for maorcontriutions in otaining the economic erformances of

the organisationD sta0eholders sonsorshi y the comany

D imortant sta0eholders articiation to the comanyscaital increases

%% 3otiatinghuman resources

D listen and ans+er techni=ueD ositie eral feedac0

D negatie eral feedac0D o etension

D o enrichment

D salaryD hourly rate

D onus

D gratification

D rofit sharing

H The methods and the techni=ues secified for human resource training and re-training actiities are

=uasi-totally added hereto.

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Curren


D shares receied free of charge or at a referential rice

D salary enaltyD financial imutation

D fineD eral or +ritten than0 you

D raiseD critics

D +arningD rerimand and/or inectie

D honorific titlesD medal

D ceremony for certain eole or eents

D anel of erformancesD dislacement d+elling

D +or0 moile

D treatment tic0etD tri organised y the comany

%$ *uman resource

laour and social

rotection

D laour rotection training

D laour rotection and safety standards

D minimum salaryD salary indeation

D indiidual laour contractD unemloyment comensation

D collectie laour contractD dialog social meetings

D trade unionD enterrise committee

D negotiationD conciliation

D mediationD aritration

D G+arning, reeated, reoling, surrise, +or0laceoccuation etc.9 stri0e

%& 3odelling theorganisational

cultureH

D organisational culture auditD organisational transformation

D ne+ storiesD ne+ myths

D ne+ ritualsD ne+ ceremonies

D case studyD emloyee role change

D emloyee status remodelling

D formal organisational norm

D organisational norm

H This includes also the =uasi-totality of the methods, techni=ues and rocedures for training,

romoting and motiating human resources.

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Curren


D informal sociogram

D the underg modelD the Schein model

D remythologisationD leadershi

%" The efficiencyof using human

resources

D Ghysical, alue, conentional unit9 +or0 roductiityer emloyee

D salary costs for %### lei turnoerD staff costs for %### lei turnoer

D aerage rofit er emloyeeD diidend er share

D comanys share alue

/ The Use of Methods and Techniques 0uring the Redesignof the Human Resource Management Su's!stem

t is articularly imortant to esta'&ish the use of these methods during

the eight stages of the human resource management su's!stem redesignprocess. To satisfy this need +e elaorated tale $ +here +e integrated themethods most fre=uently used in redesigning the human resource managementsusystem.

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The use of specific human resource management methods and techniques in the human resource management su's!stem redesign stages

Ta'&e +

Current

no,

Method

or technique

Stages

Out&ining

the

design

team

C&ear&!

esta'&ishing

o'(ectives

to reach

and the

scope of thepro(ect

E&a'orating

the

su's!stem

redesign

programme

-na&!sing

the human

resource

management

su's!stem

0esigning the

human

resource

management

su's!stem

E&a'orating

the specific

programme for

imp&ementing the

human resource

managementpro(ect

Imp&ementing

the human

resource

management

su's!stem

-ssessing the

functiona&it!

and the

performances

of the ne"

su's!stem

# % % $ & " 5 ( )

% Io analysis

$ Io descrition

& ?or0day tas0sanalysis

" nstantaneousoseration

5 ?or0 standards

( The scenariotechni=ue

) ?or0roductiity

Turnoerdynamics

' Physicalroductiondynamics

%# Trends analysis

%% nestment alueer +or0lace

%$ nestment aluefor the follo+ing

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Current

no,

Method

or technique

Stages

Out&ining

the

design

team

C&ear&!

esta'&ishing

o'(ectives

to reach

and the

scope of the

pro(ect

E&a'orating

the

su's!stem

redesign

programme

-na&!sing

the human

resource

management

su's!stem

0esigning the

human

resource

management

su's!stem

E&a'orating

the specific

programme for

imp&ementing the

human resource

management

pro(ect

Imp&ementing

the human

resource

management

su's!stem

-ssessing the

functiona&it!

and the

performances

of the ne"

su's!stem

# % % $ & " 5 ( )

eriod

%& The


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Current

no,

Method

or technique

Stages

Out&ining

the

design

team

C&ear&!

esta'&ishing

o'(ectives

to reach

and the

scope of the

pro(ect

E&a'orating

the

su's!stem

redesign

programme

-na&!sing

the human

resource

management

su's!stem

0esigning the

human

resource

management

su's!stem

E&a'orating

the specific

programme for

imp&ementing the

human resource

management

pro(ect

Imp&ementing

the human

resource

management

su's!stem

-ssessing the

functiona&it!

and the

performances

of the ne"

su's!stem

# % % $ & " 5 ( )

training

Io rotation &% Kuality circle

&$ 3anagerialsimulation

&& 3anagerial game

&" nformationseminar

&5 Sites secialisedon humanresourcemanagement

&( Professionalconferences,congresses etc.

&) Tutoring

& 2oaching

&' 3entoring

"# 3eeting

"% E-mail

"$ ?rittencommunication

"& Balancedscorecard

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Current

no,

Method

or technique

Stages

Out&ining

the

design

team

C&ear&!

esta'&ishing

o'(ectives

to reach

and the

scope of the

pro(ect

E&a'orating

the

su's!stem

redesign

programme

-na&!sing

the human

resource

management

su's!stem

0esigning the

human

resource

management

su's!stem

E&a'orating

the specific

programme for

imp&ementing the

human resource

management

pro(ect

Imp&ementing

the human

resource

management

su's!stem

-ssessing the

functiona&it!

and the

performances

of the ne"

su's!stem

# % % $ & " 5 ( )

"" &(##assessment

"5 3anagement yoecties

"( 2hec0list

") 2areer lan

" ist of os

"' Io descrition

5# nformingsta0eholders onsecial eents inthe organisation

5% isten andans+er techni=ue

5$ 4eral feedac0

5& Io etension

5" Io enhancement

55 Salary

5( Bonus

5) Profit sharing

5 4eral and/or

+ritten than0s

5' Praise

(# 2ritics

(% Performers

4olume %#, ssue %, 3arch $##' Reie+ of nternational 2omaratie 3anagement%(


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Current

no,

Method

or technique

Stages

Out&ining

the

design

team

C&ear&!

esta'&ishing

o'(ectives

to reach

and the

scope of the

pro(ect

E&a'orating

the

su's!stem

redesign

programme

-na&!sing

the human

resource

management

su's!stem

0esigning the

human

resource

management

su's!stem

E&a'orating

the specific

programme for

imp&ementing the

human resource

management

pro(ect

Imp&ementing

the human

resource

management

su's!stem

-ssessing the

functiona&it!

and the

performances

of the ne"

su's!stem

# % % $ & " 5 ( )

anel

($ aourrotectionregulations

(& rganisationalculture audit

(" rganisationaltransformation

(5 Remythologisation

(( ;ormalorganisationalnorms

() The Scheinmodel

( The undergmodel

(' Salary costs for%### lei turnoer

)# aor costs for%### lei turnoer

)% Aerage rofiter emloyee

)$ 2omanys sharealue

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References

%. Armstrong, 3.,&ersonal Management &ractic, Jogan Page, ondon, %''($. Bohlender F., Scott S., Sherman icolescu ., Plum ., Prico 3., 4asilescu ., 4eroncu ., Abord4ri moderne 5n

managementul 2i economia organi6a7iei,4ol. %-", Editura EconomicN, BucureOti, $##&

%&. >icolescu ., 4eroncu ., *undamentele managementului organi6a7iei, EdituraCniersitNMii, BucureOti, $##

%". >icolescu ., 4eroncu ., Managementul organi6a7iei, Editura EconomicN, BucureOti,$##

%5. >icolescu ., 4eroncu ., Metodologii manageriale, Editura Triuna EconomicN,BucureOti, $##)

%(. Peters T.,8iberation Management, Alfred Jnof, >e+ Lor0, %''$

%). Reilly 2h., Pfeiffer I.,'idden 9alue, *BSP, Boston, $###%. HHH 7The ndustrial Society Reoling Personnel to 3anagers8, inManaging &ractice,

nr. $, $##&

4olume %#, ssue %, 3arch $##' Reie+ of nternational 2omaratie 3anagement%

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