HUMAN RESOURCES MANAGEMENT
CHAPTER 1: INTRODUCTION TO HUMAN RESOURCES MANAGEMENT
1. Value of human resources
Competencies = Knowledge + Skills + Behaviors/Attitudes
2. Human Capital
- Human Capital – an organization’s employees described in terms of their:
+ Training
+ Experience
+ Judgement
+ Intelligence
+ Relationships
+ Insight
The concept of “human resources management implies that employees are resources of the
employer
HRM is the policies, practices, and systems that influence employees’ abilities, behavior,
attitudes, and performance
3. The evolution of HRM
Note: Recently, HRM department in a company is considered as a business partner with the
top managers, and even a strategic partner.
4. Human Resources Management practices
- Analysis and designing of work: Work analysis, job design, job descriptions
- Recruiting: Recruiting, job posting, interviewing, testing, coordinating, use of temporary
labour.
- Training and development: Orientation, skill training, career development programs
- Performance management: Performance measures, preparation and administration of
performance appraisals discipline
- Compensation and benefits: Wage and salary administration, incentive pay, insurance,
leave administration, retirement plans, profit sharing, stock plans
- Employee relation: Attitude surveys, labor relations, employee handbooks, company
publications, labor law compliance, relocation and outplacement services
- Personnel policy: Record keeping, HR information system, workforce analysis
- Compliance with laws: Policies to ensure lawful behavior, reporting, posting information,
safety inspections, accessibility accomodations
- Support for strategy:
Case study: Imagine that a small manufacturing company decides to invest in a materials
resource planning (MRP) system. This is a computerized information system that improves
efficiency by automating such work as planning needs for resources, ordering materials, and
scheduling work on the shop floor. The company hopes that with the new MRP system, it can
grow by quickly and efficiently processing small orders for a variety of products.
New technology New processes New knowledge New skills New performance
criteria
5. Skills for HRM professionals
CHAPTER 2: ANALYZING WORK AND DESIGN JOBS
1. Work flow in organizations
- Job analysis:
+ Job descriptions: Tasks, duties, Responsibilities, Context
+ Job Specification: Knowledge, Skills, Abililies, other requirements.
CHAPTER 4: RECRUITING AND SELECTION
- Recruiting: any activity carried on by the organization with the primary purpose of
identifying and attracting potential employees
- Personnel Selection: the process through which organizations make decisions about who
will or will not be allowed to join the organization
2. Personnel Policies
- Several personnel policies are especially relevant to recruitment:
+ Internal versus external recruiting
+ Lead-the-market pay strategies
+ Image advertising
3. Recruitment sources
* Internal sources:
- Job posting: the process of communicating information about a job vacancy
+ On company bulleting board
+ In employee publication
+ On corporate intranets
+ Anywhere else the organization communicates with employees
- Advantages of internal sources
+ Applicants who are well known to the organization
+ Knowledgeable about the organization’s vacancies minimizes the possibility of unrealistic
job expectations
+ Cheaper and faster than looking outside the organization
* Person-job fit vs Organization-job fit
Which one is better?
- It depends on the type of company you have, the time you have to train or not train a new
employee, and your personal preference. There is no right or wrong answer. Job fit is a more
traditional approach but for long term retention, organizational fit could help reduce employee
turnover, thus saving your company from losing money. The costs of a new-hire are high so
you don’t want to lose them because you made a bad hiring decision.
- The drawback of just doing a job fit is that you may find someone that has great
qualifications but doesn’t gel well with the other employees or your company vision. That
will leave the employee feeling less connected, only working for a paycheck and easy to lose.
- The drawback of just doing organizational fit is that you may get a great person who fits
well in the organization but has no skills. If you don’t train them properly, they could end up
feeling inadequate, set up for failure and frustration. Again, this could result in higher
turnover. You could also have the right person but it’s not the right position in your company.
Another problem with this approach is that the company don’t entirely understand the
company’s culture and value, and sometimes the company may make some mistakes in
recruiting and sellecting candidates when doing this model.
* External Sources:
- Direct applicants
- Referrals by employees
- Job Search and Networking Platform
- Company’s website
- Help-Wanted Advertising
- Social Network and Indeed search engine
- Nepotism
- Private employment agencies
- Public employment agencies
- Colleges and Universities
The best and most popular external sources is the referrals by employees
The most expensive external sources is Private employment agencies
4. Personnel Selection
- Personnel Selection:
- Hammerstein-Equord Matrix
+
*Steps in the selection process:
Checking
Screening, Testing and
Interviewing References Making a
Applications Reviewing
candidates and selection
and Resume work samples
Background
*Criteria for measuring the effectiveness of selection tools and methods
- The method provides reliable information
- The method provides valid information (the possibility to forecast the correlations between
criteria)
- The information can be generalized to apply to the candidates
- The method offers high utility
- The selection criteria is legal
* Legal standard for selection:
- In many countries, all selection methods must conform to existing laws and
-
* Gathering background information:
- Application forms
- Résumé
- Reference Checks
- Background checks
* Applications Form
- A low cost way to gather basic data from many applicants
- It ensure that the organization has certain standard categories of information:
+ Contact information
+ Work experience
+ Educational background
+ Technical experience
+ Memberships in professionals or
* Employees tests
- Aptitude tests: assess how well a person can learn or acquire skills and abilities
- Achievement tests: measure a person’s existing knowledge and skills
