MIDTERM in HRM Flashcards by Steffany Anne

Defined as the function of management, concerned with promoting and enhancing the development of work effectiveness and advancement of the human resources in the organization.

Human Resource Management

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a systematic accumulation of facts, and their analysis and interpretation, and their use to arrive at a satisfactory conclusion.

Science

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proficiency in the practical application of knowledge acquired through study, experience or observation

Art

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Function of HRM

-collective bargaining
-compensation
-de-recruitment
-discipline
-e-hrm
-green hrm (ghrm)
-Human Resource Planning
-job analysis
-job evaluation
-orientation
-negotiation
-placement
-performance appraisal
-recruitment
-training
-selection

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The Central Functions of Human Resource Management

Staffing
Training and Development
Motivation
Maintenance

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refers to that function which locates competent employees and getting them to work for the organization.

Staffing

Major activities of Staffing
1. Strategic Human Resource Planning,
2. Recruitment and
3. Selection.

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the acquisition of skills, knowledge and attitudes which enable people to achieve their current and future individual and objectives.

Training and Development

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refers to the process of activating behavior sustaining it and directing it towards a particular goal.

Motivation

Activities of Motivation
1. Motivation and job design,
2. Performance evaluation
3. Rewards and compensation and
4. Employee benefits.

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is that function of HRM that insures employee retention and the motivation for more and better productivity.

Maintenance

It includes
1. Safety,
2. Health
3. Communication programs

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External Environment of HRM

Economic Forces
Government Regulations
Advances in Technology
Labor Unions
Management Thought

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The pursuit of survival and growth would mean changes in the way organizations perform their activities. Globalization is an example of strategies adapted by the world’s economic institutions.

Economic Forces

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The conduct of operations of organizations is regulated, in many aspects, by government legislations.

. Government Regulations

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Survival and competition among and between organizations require adaptation of the most useful advances in technology.

Advances in Technology

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an organization form to represent the interest of workers in bargaining with employers for contract s concerning wages, fringe benefits and working conditions.

Labor Unions

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The practice of HRM has been largely influence by eminent thinkers. They were able to formulate theories as a result of extensive research.

Management Thought

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Organizing the HR Department

Available Resources
Number of Company Employees
Philosophy of Management

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a member of the top executive group, is responsible for the formulation of personnel policies and program which will serve as the foundation for an efficient personnel administration in a company for it to realize its goal and objectives and allow the employees to develop their individual career goals.

The HR Manager

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The Role of HR in the New Millennium Organization

Recruitment and Employment
Training and Development
Wage and Salary Management
Benefits Administration
Employee Service and Recreation
Community Relations
Records Management
Health and Safety
Strategic Management

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Roles of the HR Manager

Supervisor
Administrative Official
Adviser
Coordinator
Negotiator
Educator
Provider of Services
Employee Counselor
Promoter of Community Relations
Public Relations Man

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HR Manager: The strategic role

HR strategy execution
Relationship management
Performance management
Team development
Organization design
Employee satisfaction
Succession planning
HR Champion

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CAREER PATH TO HUMAN RESOURCE

Entrance Level
Supervisory Level
Managerial Level

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a new college graduate may start as a personnel assistant in a medium-size organization.

Entrance Level

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the promotion to a higher level depends on the ability and capability of the personnel assistant to acquire the skills necessary in the HR functions.

Supervisory Level

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at this level the HR practitioner has acquired the above skills. However, at this point, the concentration of the HR is the effective management of the different areas of personnel functions.

Managerial Level

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an approach that specifies the tasks that constitute a job for an individual or group.

JOB DESIGN

Importance of Job Design

1. Job design can impact employee performance. 2. Job design can affect job satisfaction. 3. A good job design may help reduce turnover and absenteeism. 4. Job design can affect a worker both physically and mentally.

Aspects of Job Design:

1. Job specialization and enrichment 2. Psychological Components 3. Ergonomics and Work Methods. 4. Motivation and Incentive System

Specialization is an important consideration in designing jobs. Requires a worker to concentrate on one particular type of work, labor costs are reduced in several ways.

1. Job specialization and enrichment

the grouping of a variety of tasks about the same skill level.

Job Enlargement

A method of giving an employee more responsibility that includes some of the planning and control necessary for job accomplishment.

Job Enrichment

To improve the quality of work life, job satisfaction and motivation of employees.

Psychological Components

the study of the relationship between people at work and their working conditions, especially the machines they use.

Ergonomics

Motivation and Incentive System:

Money Bonuses Gain sharing Incentive systems

a powerful motivator and it is use in the form of bonuses, gain sharing and incentive system.

Money

which are given in cash or stock options, are often used to motivate executives

Bonuses

are rewards given to employee when the organization has improved its performance.

Gain sharing

are monetary rewards to individuals or groups based on production above the standard requirement.

Incentive systems

ALTERNATIVE WORK SCHEDULE

Flex-Time Compressed Workweeks Part-Time Employment

a work scheduling system in which workers are required to work a number of hours per week.

Flex-Time

the arrangement under compressed workweeks calls for performing one week’s work in a less than five days.

Compressed Workweeks

Private colleges and universities are example of institutions which hire part-time employees.

Part-Time Employment

A systematic investigation of the tasks, duties and responsibilities required in a job, and the necessary skills knowledge, and abilities someone needs to perform the job adequately.

JOB ANALYSIS

Uses of Job Analysis

1.Job Definition 2.Job Redesign 3.Recruitment 4.Selection and placement 5.Orientation 6.Training 7.Career counseling 8.Employee safety 9.Performance Appraisal 10.Compensation

Types of Job Data

1. Behavioral Descriptors 2. Ability Requirements 3. Job Characteristics

Behavioral Descriptors:

a. Job Oriented Activities b. Worker Oriented Activities

refer to job-specific terms.

a. Job Oriented Activities

refer to human behaviors, mental processes, or personal job demands that are done on the job.

b. Worker Oriented Activities

refer to human abilities that are required to perform a job.

Ability Requirements

are other factors which may be needed to be identified like motivational characteristics present in the job, working conditions and the work schedule.

Job Characteristics

Methods of Gathering Information

Observation Interview Questionnaire

a method of job analysis in which analyst observes the person performing the job and takes notes to describe the tasks and duties performed.

Observation

a method that requires the job analyst to personally meet and interview the job holder.

Interview

it is a relative ease in obtaining information from a large number of employees within a period of time.

Questionnaire

Product of Job Analysis Job Description: 1 2 3 Job Specification 1 2 3

Job Description: 1.Title, position, location 2.Duties, reporting 3.Machines, Workplace environment Job Specification 1.Education. work experience, skills 2.reponsibilities, training 3.personal & emotional characteristics

a written statement of the tasks, duties and responsibilities in a job. It indicates what the jobholder does, how it is done, under what conditions it is done, and why it is done.

Job Description

A Job description normally contains the following:

1. the job title, 2. the duties to be performed, 3. the distinguishing characteristics of the job, 4. environmental conditions and 5. the authority and responsibilities of the jobholder.

A job descriptions are very useful tools in the performance of the following tasks.

1. describing the job to potential candidates. 2. guiding newly-hired employees in performing their respective job assignments, and 3. providing a point of comparison between what are stated in the job description and what actually performed by the current jobholder.

a statement defining the qualifications of the person needed to do the job. It list the skills, experience, training and other qualifications the individual need s to perform the job satisfactorily

Job Specification

Guide in preparing job specification.

1. Physique ( health, appearance ) 2. Attainment ( education, qualifications, experience ) 3. General Intelligence ( intellectual capability ) 4. Special Aptitudes ( facility with hands, numbers or communication skills) 5. Interests ( cultural, sports ) 6. Disposition ( likeable, reliable, persuasive) 7. Special circumstances ( prepared to work shifts, excessive travel )

the process of systematically reviewing human resource requirements to ensure that the number of employees matches the required skills. is that activity undertaken to make sure that activity undertaken to make sure that the right quantity and quality of manpower are available at the exact time and place that they are needed.

Human Resource Planning

The Reasons for HRP

1.There is more efficient and equitable use of human resources (HR) 2.There is more effective employee development and feeling of greater sense of fairness.

the determination of the overall organizational purpose and goals and how they are to be achieved. Human resource is the integral component of a strategic plan, which greatly affects productivity and organization performance.

Strategic Planning

Two Important Components of HRP

Requirement Availability

forecasting human requirement involves determining the number and types of employee needed.

Requirement

refer to existing manpower that could be re-assigned to new positions or be promoted to higher vacant positions.

Internal Sources

refer to positions that are not available inside the organization and need to be sourced out.

External Sources

when employee requirements have been analyzed, the firm determines whether there is a surplus or shortage of manpower.

Availability

Aspects of HRP

1. Systematic Forecasting of Manpower Needs 2. Performance Management 3. Career Management 4. Management Development

the basis of business conditions and forecasts, manpower needs are planned and monitored closely.

Systematic Forecasting of Manpower Needs

– analyzing, improving and monitoring the performance of each employee and of the organization as a whole.

Performance Management

determining, planning and monitoring the career aspirations of each individual in the organization and developing them for improved productivity.

Career Management

assessing and determining the developmental needs of managers for future succession requirements.

Management Development

Five Steps to HRP

1. Determining the workload inputs based on the corporate goals and objectives. 2. Studying the jobs in the company and writing the job description and job specification. 3. Forecasting of manpower needs. 4. Inventory of Manpower 5. Improvement Plans.

Planning Techniques in HRM

1. Skills Inventory 2. Ratio Analysis 3. Cascade Approach 4. Replacement Approach 5. Commitment Planning Approach 6. Successor Planning Approach

This approach involves the listing of all the skills possessed by the workforce and they are made to relate to the requirements of the organization.

1. Skills Inventory

This approach wherein the personnel who are promotable to the higher positions are identifies with their backup or understudy.

2. Ratio Analysis

This approach is the setting of objectives flows from the top to the bottom in the organization so that everyone gets a chance to make his contribution.

3. Cascade Approach

HRP is done to have a body of manpower in the organization that is ready to take over existing jobs on a one-to-one basis within the organization.

4. Replacement Approach

This technique involves the supervisors and personnel in every component of the organization on the identification of manpower needs in terms, skills, replacement, policy, working conditions and promotion so that human resource in the organization may be up to the challenge of current and future operations.

5. Commitment Planning Approach

The approach knows as successor planning takes into consideration the different components of the old plan and increase them proportionately by the desires expansion rate stated by management.

6. Successor Planning Approach