HRM

Human resource management, involves the productive use of people in achieving the organisation’s strategic objectives and the satisfaction of individual employee needs.

The role of the HR manager: 1.strategic partner, refers to HR managers being an essential part of the management and contributing to the achievement of the organisation’s objectives by translating business strategy into action. 2.administrative expert, refers to the efficiency of HR managers and the effective management of HR activities so that they create value. 3.employee champion, requires the HR manager to be the employee’s voice in management decisions.

4.change agent, a person who acts as a catalyst for change.

HRM activities 1.Job analysis defines a job in terms of specific tasks and responsibilities and identifies the abilities,skills,knowledge and qualifications needed to perform it successfully.

2.Human resource planning, or employment planning, is the process by which an organization attempts to ensure that it has the right number of qualified people in the right jobs at the right time.

3.Recruitment is the process of seeking and attracting a pool of applicants from which qualified candidates for job vacancies within an organization can be selected.

4.Selection involves choosing from the available candidates the individual predicted to be most likely to perform successfully in a job.

5.Performance appraisal is concerned with determining how well employees are doing their jobs, communicating that information to the employees and establishing a plan for performance improvement.

6.Human resource development activities focus on the acquisition of the attitudes,skills and knowledge required for employees to learn how to perform their jobs, improve their performance, prepare themselves for more senior positions and achieve their career goals.

7.Career planning and development activities benefit both employees-by identifying employee career goals, possible future job opportunities and personal improvement requirements-and the organization-by ensuring that qualified employees are available when needed.

8.Employee motivation is vital to the success of any organization.

9.Remuneration refers to the cash rewards, such as the base pay,bonuses,incentive payments and allowances, which employees receive for working in an organization. 10.Benefits are sometimes referred to as indirect or non-cash remuneration. 11.industrial relations (also called employee relations or employment relations) in this text deals primarily with employee attitudes and behavior and the relationships between an organization and its employees. 12.Effective health and safety programs help guarantee the physical and mental wellbeing of employees. 13.Learning to manage diversity and successfully integrate Australia’s multicultural population into the workforce to maximize the contribution of all employees represents a special challenge to HR managers.

HRM outcomes and performance: 1.Adaptability,relates to the extent that HRM policies foster employee and organizational readiness for and acceptance of change. https://www.360docs.net/doc/434453833.html,mitment,relates to the extent that HRM policies enhance employee identification with and attachment to their job and the organization. https://www.360docs.net/doc/434453833.html,petence,relates to the extent that HRM policies attract,retain,motivate and develop employees with the abilities,skills,knowledge and competencies to achieve the organisation’s strategic business objectives. 4.Congruence,relates to the extent that HRM policies generate and promote the simultaneous achievement of employee goals and the orga nization’s strategic business objectives. 5.Cost-effectiveness,relates to the extent that HRM policies reduce personnel-related costs, help correctly size the organization, eliminate unnecessary work, reduce compensation and benefit costs, reduce labour turnover,etc. 6.Job satisfaction,the degree to which employees have positive attitudes about their jobs. 7.Justice,relates to perceptions of fairness.

8.Motivation,that which energises,directs and sustains human behavior. 9.Performance,relates to

the achievement or non-achievement of specific results designated to be accomplished. 10.Trust, a measure of how willing employees are to share information, cooperate with one another and not take advantage of each other.

Human resource planning, the process of systematically reviewing human resource requirements to ensure that the required number of people, with the required knowledge, skills and abilities, are available when needed.

Labour shortage现:Employee: 1.Burnout 2.Longer hours 3.Increased pressure 4.Reduced job performance 5.Decreased morale 6.Role overload 7.Increased labour turnover Organisation: 1.Inadequate supply of talent 2.Increased overtime costs 3.Production delays 4.reduced productivity 5.lost business opportunities 6.employee relations problems If shortage: 1.increase overtime 2.increase casual and part-time employment 3.postpone retirements 4.start recruiting 5.accelerate training and development https://www.360docs.net/doc/434453833.html,e outsourcing

Labour surplus现:Employee: 1.rust-out 2.job insecurity 3.decreased morale 4.reduced job performance 5.talents not fully utilized 6.loss of motivation 7.restricted career opportunities Organisation: 1.excessive payroll costs 2.employees underutilised 3.low productivity 4.loss of competitiveness 5.retrenchment and downsizing costs 6.employee relations problems 7.danger of losing top talent If surplus:1.stop recruiting 2.reduce casual and part-time employment 3.start early retirements 4.start retrenching 5.reduce working hours

Approaches to HR planning: Three sets of forecasts are required: 1.a forecast of the demand for human resources within the organization 2.a forecast of the supply f external human resources 3.a forecast of the supply of human resources available within the organization

Job analysis, a systematic investigation of the tasks, duties and responsibilities of a job and the necessary knowledge, skills and abilities a person needs to perform the job adequately.

When to analyse a job:1. when the organization commences and the job analysis program is started 2.when a new job is created 3.when a job is changed significantly as a result of new methods, new procedures or new technology.

Common data collection methods: 1.Observation, the job analyst observes an employee working and records the duties performed. 2.Interviews, the job analyst interviews the job holder about the duties performed. 3.Job analysis questionnaire, questionnaire specially designed to collect information about job content, how the job is done and the personal requirements needed to do the job successfully. 4.Diary/log, the employee keeps a written record of the duties they perform.

5.Critical incident, an example of employee behavior that illustrates effective or ineffective job performance.

https://www.360docs.net/doc/434453833.html,ing a combination of data collection methods

Job design, specification of the content of a job, the material and equipment required to do the job, and the relationship of the job to other jobs.

Methods of job design: 1.Job specialization or simplification involves employees performing standardised, repetitive and routine tasks. Advantages of job specialization include: improved operating efficiencies through the use of low-skilled and low-cost labour; the need for minimum on-the-job training; the easy control of production quantities; and the fewer errors made when workers perform simple routine jobs. Problems of job design: 1)repetition 2)mechanical pacing 3)No end product 4) limited social interaction 5)no employee involvement 6)higher costs 7)lack of flexibility 2.Job enlargement, the horizontal expansion of a job by adding similar level responsibilities. 3.Job rotation increases task variety by moving employees from one task to another. 4.Job enrichment, the vertical expansion of a job by adding planning and decision-making

responsibilities.

Core hob characteristics: 1.skill variety 2.task identity 3.task significance 4.autonomy 5.feedback Individual work outcomes:1.high intrinsic work motivation 2.high-quality work performance 3.high satisfaction with the work 4.low absenteeism and turnover

Recruitment internal sources:Different organizations use various methods to locate qualified internal candidates and to inform their existing employees about job vacancies. These methods include computerised record systems and job posting. Advantages: https://www.360docs.net/doc/434453833.html,anisation has more knowledge of the candidate’s strengths and weaknesses. 2.Candidate already knows the organization. 3.Employee morale and motivation are enhanced. https://www.360docs.net/doc/434453833.html,anisation’s return on investment in training and development is increased. 5.Can generate a succession of promotions.

https://www.360docs.net/doc/434453833.html,anisation needs to hire only entry-level candidates. Disadvantages: 1.Employees may be promoted beyond their level of competence. 2.Employee infighting for promotions can affect morale. 3.Inbreeding can stifle creativity and innovation. 4.System can become bureaucratic.

5.Excellent training and development programs are necessary.

Recruitment external sources: HR departments can use various approaches to locate and attract external candidates, often looking to more than one source. Advantages: 1.The pool of talent is bigger. 2.New insights, skill and know-how can be introduced into the organization. 3.It’s often cheaper and easier to hire employees from outside the organization. 4.Outside employees aren’t members of existing cliques. Disadvantages: 1.Attracting and selecting a new employee is more difficult. 2.New employee adjustment and orientation takes longer. 3.Morale may suffer among existing employees who have been passed over. 4.An employee may be selected whose performance is below the standard required or whose personality does not match with the organisation’s culture.

EEO,equal employment opportunity, legislation requires fair treatment for all members of the community and the elimination of discrimination. Candidates should be treated fairly irrespective of differences in race,sex,religion,nationality, or other non0job-related factors.

Validity, the ability of a test or other selection technique to measure what it sets out to measure.

1.Concurrent validity: This involves identifying a criterion predictor and giving it to a group of existing employees and correlating their scores with their job performance.

2.Predictive validity: To determine whether a criterion predictor actually predicts acceptable job performance, the criterion predictor is administered to all applicants but the test scores are ignored when making the selection decision.

Reliability,the extent to which a measure is consistent and dependable. Predictor reliability is measured using one of three methods-test/retest, split halves and parallel forms. 1.The test/retest method involves the applicant being subjected to the same predictor on two separate occasions.

2.The split halves method involves the predictor being divided into two parts.

3.The parallel forms method involves the development of two identical versions of the same predictor.

Steps in the selection process:1.reception of applicants 2.preliminary interview 3.application form 4.tests 5.interview 6.background investigations 7.preliminary screening by the human resource department 8.final selection by line managers 9.medical examination 10.placement on the job

Panel interviews, interviews in which a group of interviewers question the applicant. Group interviews,meetings in which several job applicants interact in the presence of one or more company representatives.

The selection decision can be made using either a compensatory approach or a successive hurdles approach. Compensatory approach involves considering all the selection data before a selection decision is made. Successive hurdles approach involves the screening out of candidates at each stage of the selection process.

Performance management VS Performance appraisal:PM: 1.Performance management is a much broader concept than performance appraisal. 2.Performance management has a focus on strategic planning and development. 3.Performance management measures the progress being made towards the achievement of an organisation’s strategic business objectives. 4.Perfoemance management, given the above, may incorporate job design, recruitment and selection, training and development, career planning, and remuneration and benefits, in addition to performance appraisal. PA: 1.Performance appraisal typically involves measuring how well an individual employee is doing their job against a set of criteria, providing feedback and creating a development plan. 2.The performance process generates information that may be used for administrative purposes and developmental purposes and research purposes. 3.Performance appraisal is a key part of an organisation’s performance management system.

Rate of employee performance: Performance appraisal can be done by anyone who: 1.is familiar with the job’s responsibilities and performance objectives. 2.has sufficient opportunity to observe the employee’s job performance. 3.has the know-how to distinguish between behaviors that produce effective or ineffective job performance.

Sources of error in performance appraisal: 1.management attitude 2.Rater errors, errors in the evaluation of an employee’s performance resulting from leniency/strictness bias, central tendency, prejudice, the recency effect and the like. 1)the halo effect, a problem that occurs during performance appraisal, when a supervisor’s rating of a subordinate on one factor biases the rating of that person on other factors. 2)central tendency, a common error that occurs when every employee is incorrectly rated near the average or middle of the scale. 3)leniency/strictness bias, occurs when employees are rated lower than their performance justifies. 4)Prejudice, where a manager demonstrates a positive or negative bias. 5)the recency effect, the use of most recent events to evaluate employee performance instead of using a longer, more comprehensive time frame. 6)the relationship effect, this occurs where the nature of the superior/subordinate relationship influences a performance rating. 3.An emphasis on subjective performance criteria Major types of performance appraisal systems: 1.Ranking, the manager compares their subordinates’ performance then ranks each in order from “best” to“worst”. 2.Grading, employees’performance is matched with a specific grade definition such as superior,good,acceptable,marginal and unsatisfactory. 3.Graphic scales, rating scale that evaluates employee performance using specific employee behavior or characteristics. 4.Critical incidents, examples of employee behavior that illustrate effective or ineffective job performance. 5.Behaviorally anchored rating scales(BARS), a performance appraisal method that combines elements of the traditional rating scale and critical incidents method. 6.Behavior observation scales, performance appraisal system that uses critical incidents to develop a list of desired bahaviours needed to perform a specific job successfully. 7.Essay description, a written statement describing an employee’s strengths, weaknesses, past performance and future development prepared by the rater. 8.Management by objectives(MBO), involves setting specific measurable goals with each employee and then periodically reviewing the progress made. 9.The balanced scorecard(BS), a performance management technique that evaluates organizational performance in four key areas:

people,internal operations,customer satisfaction and financial. 10.Assessment centre, technique that uses interviews, group discussions,tests,simulations,games and observations to evaluate an individual’s potential. 11.Workplace surveillance

Training, represents activities that teach employees how to better perform their present job. For example, computer skills. Development,involves those activities that prepare an employee for future responsibilities. For example, management development via an MBA.

The activity phase Process methods:1.Simulation, a training device designed to reproduce a real-world situation in a risk-controlled learning environment. 2.Vestibule training, training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job. 3.Role-plays, training activities in which participants assume the roles of specific people in situations, act out the event and then review the implications of their behavior.

4.In-basket exercises, a simulation in which the participant is asked to establish priorities for handling a number of business papers, such as memos, reports and telephone messages, that would typically cross a manager’s desk.

5.Transfer of training, relates to the transfer of training to the work situation. The greater the transfer, the more effective the training.

6.Adventure training, adventure or wilderness training presents managers with physical and mental challenges such as abseiling, canoeing and bushwalking. The aim is to promote self-awareness, confidence and teamwork.

Orientation, the introduction of new employees to their job, their colleagues and the organization. Types of employee rewards:1.Financial: Direct(cash): 1)base pay 2)incentive pay: bonuses、commissions 3)allowances: overtime、shiftwork. Indirect(benefits): 1)insurance 2)superannuation 3)medical and health 4)childcare 5)employee assistance 6)flexible work schedules 7)holidays 2.Non-financial:Job: 1)interesting work 2)challenge 3)responsibility 4)advancement 5)performance feedback Environment: 1)good HR policies and practices 2)competent supervision 3)congenial colleagues 4)safe and healthy work environment 5)fair treatment 6)opportunities for learning and development 7)open and frequent communication 8)career security 9)organizational support

Job evaluation: the systematic determination of the relative worth of jobs within an organization. Job evaluation method: 1.Job ranking, a evaluation method that sizes jobs by placing them in rank order. 2.Job grading or classification, a job evaluation method that sizes jobs using a series of written classifications. 3.Point system, an approach to job evaluation in which numerical values are assigned to specific job factors and the sum of those values provides a quantitative assessment of a job’s relative worth. 4.Factor comparison system, a job evaluation technique that involves comparing jobs on a rang of factors such as know-how, responsibility etc. Each factor ranking for each job is converted to points. The total number of points for the factors equals the job size. Benefits,include financial rewards that are not paid directly in cash to the employee and all non-financial rewards.