Ch1: Introduction to HRM
HRM Process Why is HRM important to all
Managers?
Organization
Manager Acquire 1. Avoid personal mistakes.
Appraisal 2. Improve profits and performance.
Management Process Compensation 3. You too may spend sometime as an
Labor relationship HR manager.
• Planning ( goals + plans)
Health and safety 4. HR for entrepreneurs.
• Organizing ( tasks ,
fairness
departments, authority)
• Leading (motivation)
• Staffing (People)
• Controlling ( Standards,
corrective actions)
Ch1: Introduction to HRM
New approaches to
Functions of HR Managers HR Specialists
organizing HR
1) Line Function ( inside 1. Translational HR group
Recruits (find qualified
department) (day-to-day transactional
candidates)
• Line authority service)
Equal employment
• Implied authority 2. Corporate HR group (top
opportunity (EEO)
management)
2) Coordinative function Job analyst (write job
3. Embedded HR unit ( HR
description)
• Functional authority generalist in each
Compensation managers
3) Staff function ( outside department)
Training specialists
department) 4. Centers of expertise
Labor relations specialists
• Staff authority (centers of expertise HR
(union management relations)
• Innovator/ Advocacy consulting firms within the
company
Ch1: Introduction to HRM
The trends shaping HRM
1. Globalization and completion 2. Deregulations
Globalization brings benefices contributes to economic growth. In
Companies expand abroad
and threats to: many countries, governments stripped
Sales expansions away regulations
Consumer
New foreign products and workers
services business owners
Cut labor costs Job offshoring
Forming partnership
Ch1: Introduction to HRM
3. Technological trends 4. Trends in the nature of 5. Demographic trends
work
Social media High tech job Retires
Face book recruiting Service job Nontraditional workers
Mobile application Just in time Workers from abroad
Gaming Knowledge work and human (Mohamed Salah)
Cloud computing capital
Data analytical (talent
analytical)
Ch1: Introduction to HRM
Characteristics of today HR professionals
7. HR and Performance and Sustainability ( CSR)
1. They focus more on strategic big picture
8. They use evidence-based HRM
2. They use new way to provide transactional
9. They add value
services
10. They have new competencies
3. They take and integrated talent management
Model 1
approach to managing HR
Talent managers/ organization designers
4. They manage ethics
Culture and change stewards
5. They manage employee engagement
Strategy architects
6. They measure HR performance and results
Operational Executor
(the HR department lever, the employee cost
Business allies
lever, the strategic results lever)
credible activists
Ch1: Introduction to HRM
SHRM ( Social Human Resource Management)
Leadership and navigation
Ethical practice
Business acumen
Relationship management
Consultation
Critical evaluation
Global and culture effectiveness
Communication
Ch1: Introduction to HRM
Important notes:-
Line managers have HRM responsibilities
HR managers play two rules: innovator, advocacy
The size of human resource department reliefs the size of the employer
Small organization (No HR department, or small HR department just 5 or 6 staff )
Large organization (large HR department generally about 1 HR employee per 100 company
employee)
In small organizations, line managers carry out many personal duties unassisted
The line staff relationship should be cooperative
Chapter 4: Talent management process
Definition Talent management process
steps
Goal-oriented and integrated 1) Decide what position to fill
process of planning, 2) Build a pool of job Linear view
recruiting of planning, candidates (step-by-step view)
managing and compensating 3) Application forms
employees 4) Use selection tools
Attracting highly skilled 5) Make an offer
Interrelated
employees 6) Orient, train and develop
(interactive process)
7) Appraise
8) Reward
Chapter 4: Talent management process
HRIS (Human Resources Is talent management related
Information System) to HRIS?
Handle many human HRIS software
resources function Performance appraisal
electronically software
Collect and store information Training software
related to employees
Assist with many HR
activities such as time and
attendance tracking
Valuable tool utilized by top
ranking companies
Chapter 4: Talent management process
According to Maslow's hierarchy of need To get started will talent management:
Employees will strive for self-actualization 1. Review your existing processes
HCM (Human capital management) 2. Evaluate the areas that are
New opportunities can be identifies as well as critical to your company
business challenges 3. Identify the areas that are the
weakest and need to be improved
Chapter 4: Talent management process
Talent management suite This suit of programs: Examples of talent
include management suites (software)
E-recruiting software Relieve the stress of writing Silkroad
Employee performance employee performance reviews Info HCM
management by automating the table Oracle talent management
Learning management Ensure that all levels of the Cloud
system organization are aligned all Saga talent management
Compensation management working for the same goal suit
support
Chapter 4: Job analysis
Job analysis
Information collected via job
Job description Job specification analysis
(job-related) (person related)
Work activities
Human behaviors
Job's duties, responsibilities, A list of job's "human
Machines, tools, equipment
reporting relationship, working requirement" that is requisite
and work aids
conditions supervisory Education
Performance standards
responsibilities one product of Skills
Job context
job analysis. Personality and so on another
Human requirements
product of job analysis
Chapter 4: Job analysis
Uses of job analysis information
Recruiting and selection decisions
EEO compliance
Performance appraisal
Compensation
Training
Chapter 4: Job analysis
Conducting a job analysis 3. Representative positions
4. Collect and analyze data
1. Decide how will information be used?
5. Verify
2. Review relevant background information
6. Develop job description and job specifications
Organization charts
Process charts
Workflow analysis Job analysis guidelines
Business process redesign Joint effort by HR manager, the worker and the
workers supervisor
Job redesign
Job enlargement The questions d the process are both clear
Job rotation Use several job analysis tools
Job enrichment (the best)
Finally, and existing job description
Chapter 4: Job analysis
Methods to collect Questionnaires
information for job analysis Quick and efficient
Less costly
Interview
Developing the questionnaire and testing it can be time consuming
Unstructured
Highly structured (most Observation
common) Participants/ diary logs
Individual interview Quantitative job analysis
Group interview (large PAQ
numbers) DOL
Internet based
Chapter 4: Job analysis
Writing job description HR tools for line managers and entrepreneurs
1. O*Net :The use department of labor's online
Job identification
occupational information network, is a popular tool
Job summary
Steps in using Q*Net to facilitate writing job
Responsibilities and
description:
duties
Review plan
Authority of incumbent
Develop an organization
Standards of
Use a job analysis question
performance
Obtain job duties from Q*Net
Working conditions
Finalize the job description
Job specifications
2. Standard occupational classification
Chapter 4: Job analysis
Writing job specification
Specification for trained versus untrained employees
Trained, focus on traits like length of preview service
Untrained, focus on physical personality aspects
Specification based on judgment
Educated guesses
Specification based on statistical analysis
Relationship between some predictor (x) and some indicator or criterion of job analysis (y)
Chapter 4: Job analysis
Competencies and Competency-based job analysis
Competencies : Observable and measurable behaviors of
the person that make performance possible
Competency-based job analysis: Means describing the
job in terms of measurable, observable, behavioral
competencies that an employee doing that must exhibit
Chapter 4: Talent management process and Job analysis
Important notes:-
• HRIS improve efficiency and save labor hours
• HRIS is a valuable tool that is being utilized by many of the top ranking companies
According to "Maslow’s hierarchy of needs", employees will continue to strive for “self-actualization” , to realize
their “full potential”
Talent management is essential for any business
• Job analysis is important because it supports just about all human resource management activities.
• Redesigning jobs using methods such as job enlargement, job rotation, and job enrichment.
• The best way to motivate workers is through job enrichment.
• Verify the job analysis with information with the worker performance and with his/her immediate supervisor
• job analysis is a joint effort by a human resources manager, the worker, and the
workers supervisor
• Use several different job analysis tools. for example : Questionnaire and interview
or observation and interview.
• Direct observation is especially useful when jobs consist mainly of observable physical
activities
• observation is usually not appropriate when the job entails a lot of mental
activity (lawyer, design engineer)
• Position analysis questionnaire (PAQ) is useful at compensation.
Utilizing job description for any work needed , not only business jobs.
• Competency-based job analysis focuses on the knowledge, skills, and behavior of a
worker rather than the tasks associated with a particular job.
