Assignment 1st - 527 - Human Resource Management

Department of Business Administration
Block No. 13, Sector H-8, Allama Iqbal Open University, Islamabad.
Human Resource Management (527)

Assignment No. 01
Submitted to:
Mr. Sajid Saeed
House No. 549/1, Street No. 06, Sector No. I, Airport Housing Society, Chakala , RAWALPINDI (0300-550 O899)
Submitted by:
Muhammad Hammad Manzoor MBA (HRM) 2nd Semester
Roll No. 508195394 508, 5 Floor, Continental Trade Centre (CTC) Block 08, Clifton, KARACHI (0321-584 2326, 0322-555 5901)
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Human Resource Managment (527) Q. No. 01(a) How can we communicate a picture as realistic as possible of a job and of the organization to prospective employees? What kinds of issues are most crucial to them? Answer:
DEFINE JOB REQUIREMENTS: Before filling a job, it is wise to analyze the job to determine what's required for optimal performance. Different factors should be analyzed, such as: job performance (key result areas) specific job requirements (education, experience, skills) company requirements (cultural fit, values) co-workers (manager, peers) behaviors Job analysis You need to define accurately and clearly the nature and purpose of the role and the skills and attributes needed to carry it out. Job analysis is the first stage in this process. It involves asking questions and gathering information to identify the key elements of the job and the ideal characteristics of the post-holder. This analysis forms the basis of the job description and the person specification. Job description The job description outlines the role in terms of the day to day tasks and responsibilities and benefits which the post-holder is entitled to. The job description helps potential applicants to decide whether to apply for the job, and can be used to devise the advertisement and the employment contract. Creating a job description A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis considers the areas of knowledge and skills needed for the job. A job usually includes several roles. The job description might be broadened to form a person specification or may be known as Terms of Reference Roles and responsibilities A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues.
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By: M. Hammad Manzoor, MBA HRM-II, 508, 5th Floor, Continental Trade Centre (CTC), Clifton 08, Karachi. (Roll No. 508195394)
Human Resource Managment (527)

Goals A job description need not be limited to explaining the current situation, or work that is currently expected; it may also set out goals for what might be achieved in future. Limitations Prescriptive job descriptions may be seen as a hindrance in certain circumstances: Job descriptions may not be suitable for some senior managers as they should have the freedom to take the initiative and find fruitful new directions; Job descriptions may be too inflexible in a rapidly-changing organization, for instance in an area subject to rapid technological change Other changes in job content may lead to the job description being out of date The process that an organization uses to create job descriptions may not be optimal. Person specification A person specification is a profile of the ideal candidate for the job. It lists the essential and desirable criteria necessary to carry out the role. Role of job description important A job description has four main uses: Organization - it defines where the job is positioned in the organization structure. Who reports to who. Recruitment - it provides essential information to potential recruits (and the recruiting team) so that they can determine the right kind of person to do the job (see person specification) Legal - the job description forms an important part of the legally-binding contract of employment Appraisal of performance - individual objectives can be set based on the job description
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Question-1b) What screening and selection methods are available, and which ones are most accurate? Explain.
Answer.
Selection Process
Selection is the process of choosing from a group of applicants those individuals best suited for a particular position. Most managers recognize that employee selection is one of their most difficult, and most important, business decisions. This process involves making a judgment -not about the applicant, but about the fit between the applicant and the job by considering knowledge, skills and abilities and other characteristics required to perform the job Selection procedures are not carried out through standard pattern and steps in this. Process can vary from organization to organization some steps performed and considered important by one organization can be skipped by other organization
Environmental Factors Affecting the Selection Process

A permanent, standardized screening process could greatly simplify the selection process. However, development of such a process even if it were possible and desirable would not eliminate deviations to meet the unique needs of particular situation.
Legal Considerations
Legislation, executive orders, and court decisions have a major impact on human resource management. It is important for hiring managers to see the relationship between useful and legally defensible selection tools.
Speed of Decision Making

The time available to make the selection decision can have a major effect on the selection process. Closely following selection policies and procedures can provide greater protection against legal problems; however, there are times when the pressure of business will dictate that exceptionable made.
Organizational Hierarchy
Different approaches to selection are generally taken for filling positions at different levels in the organization.
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Human Resource Managment (527) Applicant Pool

The number of applicants for a particular job can also affect the selection process. The process can be truly selective only if there are several qualified applicants for a particular position. The number of people hired for a particular job compared to the individuals in the applicant pool is often expressed as a selection ratio.
Type of Organization
The sector of the economy in which individuals are to be employed private, governmental, or not-for profit can also affect the selection process.
Probationary Period
Many firms use a probationary period that permits evaluating an employees ability based on performance. This may be either a substitute for certain phases of the selection process or a check on the validity of the process.
Selection Criteria
Mostly the selection of applicant depends upon the following factors or criterions. 1. 2. 3. 4. 5. EDUCATION COMPETENCIES EXPERIENCE SKILLS AND ABILITIES PERSONAL CHARACTERISTICS
Applicant who is best fit should be hired instead of hiring a person with extra ordinary skills it means right person for right job should be hired person who is over or under qualified for the particular job will not be able to adjust in the organization.
STEPS IN THE SELECTION PROCESS

The selection process typically begins with the preliminary interview; next, candidates complete the application for employment. They progress through a series of selection tests, the employment interview, and reference and background checks. The successful applicant receives a company physical examination and is employed if the results are satisfactory. Several external and internal factors impact the selection process, and the manager must take them into account in making selection decisions. Typically selection process consists of the following steps but it is not necessary that all organization go through all these steps as per requirement of the organization some steps can be skipped while performing the selection process.
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1. Initial Screening 2. Application Blank 3. Pre-employment Testing General Intelligence Tests Aptitude Tests Personality and Interest Tests Achievement Tests Honesty Tests 4. Interview Structured Interview Unstructured Interview Mixed Interview 5. Background Checks 6. Conditional job offer 7. Medical Exam/Drug Tests 8. Final Selection Decision
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Question. 2-a) As jobs become more team-oriented, assessment centers will be used more often for non-management jobs. Do you agree or disagree?
Answer. Yes, of course. I am fully agreed with that. Assessment centre can frame the job description, job specification of a particular position. So Assessment centers could frame the specification of non-management job. Assessment Center The assessment center method involves multiple evaluation techniques, including various types of job-related simulations, and sometimes interviews and psychological tests. Common job simulations used in assessment centers are: In-basket exercises Group discussions Simulations of interviews with subordinates or clients Fact-finding exercises Analysis/decision-making problems Oral presentation exercises Written communication exercises Simulations are designed to bring out behavior relevant to the most important aspects of the position or level for which the assesses are being considered. Known as dimensions (or competencies) these aspects of the job are identified prior to the assessment center by analyzing the target position. A job analysis procedure Identifies the behaviors, motivations, and types of knowledge that are critical for success in the target position. During assessment, the job simulations bring out assessees behavior or knowledge in the target dimensions. Validity and Fairness In addition to improved accuracy in diagnosis and selection, the organization that operates an assessment center enjoys a number of indirect benefits. Candidates accept the fairness and accuracy of promotion decisions more readily and have a better understanding of job requirements. Training managers to be assessors increases their skills in many other managerial tasks, such as handling performance appraisals and conducting coaching and feedback discussions.
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Selection and Placement of Empowered Personnel The greatest growth of assessment centers since 1985 has been stimulated by organizations moving to an empowered workforce. These organizations are giving employees: Responsibility for their designated areas or outputs. Control over resources, systems, methods, and equipment. Control over working conditions and schedules. Authority (within defined limits) to commit the organization. Evaluation by achievements. Most also are organizing employees into self directed work teams. The teams are made up of team members and a team leader (the team leader is a working, non management member of the team). Teams take responsibility for: Improving quality and productivity; job rotation. Planning/Scheduling. Who works on what? Quality audit. Equipment adjustment, maintenance, and repair. Housekeeping, vacation planning, absenteeism, tardiness, and performance issues. Choosing the team leader. Many other areas. The assessment center method is an excellent diagnostic tool because it separates an individuals abilities into specific areas (dimensions) and then seeks specific examples of good and poor behavior within each dimension. This helps the assessee and his/her boss determine more precisely what training and developmental activities are required.
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Diagnosing Management Skills and Assumptions as Part of a Corporate Culture Change Strategy Individual assessments in a plant or department can be combined to form an integral part of an organizations culture change strategy. After an organization has decided on the desired culture, the next logical step is to define the behaviors necessary to implement that culture and evaluate incumbents skill levels in these behavioral areas. For example, an essential ingredient of a participative culture is the ability to run a meeting so all participants can speak their minds and have a sense of ownership in decision making.
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Question No. 2b) What are the key issues that should be addressed in the design, conduct, and evaluation of training programs? Answer: Training
Training consists of planned programs designed to improve performance at the individual, group, and or organizational level. Improve performance ultimately bring the measurable changes in the knowledge, skills, attitudes, and or social behavior.
Structural Issues in the Delivery of Training

Following are some key issues require to be addressed if we want to get any optimum results of any training system. Corporate Commitment Is Lacking Uneven. Most of the companies in the past were not expanding much on the training but fortunately the trend is being changed because of competition in the market, introduction of latest technical equipment. The workers have to learn three kinds of skills, which are as follow. - The ability to use the new technology - The ability to maintain it - The ability to diagnose system problems 2. Aggregate expenditures by business on training are insufficient. It should be increases to 2%of their annual pay roll. 3. Business Complains Against Education System. The business complains that school award degrees, but the degrees are no guarantee that graduates have mastered skills. 37% workforce are lacking basic skills, this was revealed by the executives in the recent survey, 15% companies providing training in math and 10% providing aid in reading. In Pakistan this figures can be much less as compare to USA. 4. Poaching Trained Workers Is Major Problem And Provides A Strong Disincentive For Training. The knowledge is becoming a necessity of the employees as the days passing so more value should be given to this vary aspect.
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Lack of Funding Resulting In Downsizing. The governments is not providing enough funds for retaining to help workers displaced as result of downsizing or of the defuse contraction. So workers must becomes technically sound to safe guard their future. 6. Business Requires To Be Supported By The Government. Educated person like graduates be incorporated in the business, the government may extend its help in implementation of this plan. 7. Employees And School Must Develop Closer Ties. It can bring the great change of the economy of any country if this factor started being implemented by these two pliers of a nation. 8. Organized Labor Can Help. The unions and organizations jointly prepare the training programs.
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Assessing Training Needs

There are three level of analysis for determining the needs that training can fulfill. 1. Organizational Analysis. it focuses on identifying where the organization training is needed. 2. Operational Analysis. It attempts to identify the content of training what an employee must do in order to perform competently. 3. Individual Analysis. It determines how well each employee is performing the tasks that make up his or her job. Designing of Training Program Following must be kept in view while designing any training program: Principles of Learning To promote efficient learning, long time retention, application of the skills and factual knowledge be incorporated in the training program in the shape of drafting, or practical aspect of some particular nature of job like insurance etc. Motivating the Trainee and Goal Setting The objective coupe with the goal setting is made absolutely clear to the trainee. Behavior Modeling A model is someone who is seen as competent, powerful and friendly and has status within organization. So the similar qualities are found in a model before going to show to trainee. Meaningfulness of Material It is easier to learn and remember factual material when it is simple and meaning full so one should prepare simple and material to the trainee, and should not be made complicated programs.
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One-way to keep in mind the phases of training are to portray them graphically in the form of a model that illustrates the interaction among the phases. Practice Anybody learning new things must be given practice because practice takes the individual toward perfection. Practice ha three aspects, which are as under Active Practice During the early stages instructor must look after the training directly. Over learning The trainee should be given that much practices that it should become the second nature of the trainee. Length of the P practice session The length of the training should be such that trainee should not be started feeling boredness. Feedback Its the main feature of ay training program, the feedback of the trainee be obtained during, after and join the designated job. Simply it means the evaluation during and after the training. Evaluation must provide a continuous stream of feedback that can be used to reassess training needs thereby creating input for the next stage of employee development Evaluating Training Program The assessment phase serves as foundation for the entire training effort. Both the training and development phase and the evaluations phase depend on inputs from assessment. The purpose of the assessment phase is o define what it is the employee should learn in relation to desired job behavior. If this phase is not carefully done the training program, as a whole will have little chance of achieving what is intended to do. Assuming that managers specify the objectives of the training program carefully the next task is to design the environment in which to achieve those objectives. This is the purpose of the training phase. Choose methods and techniques carefully and deliver them systematically in a supportive, encouraging environment based on sound principles of learning. Finally, if both the assessment phase and the training and development phase have been done competently evaluation should present few problems. Evaluation is twofold process that involves Establishing indicators of success in training as well as on the job. Determining exactly what job related changes have occurred as a result of the training, Have trainees achieved a specific level of skill, knowledge, or performance? Did change occur?
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Is the change positively related to the achievement of the goals? Will similar change occur with the new participants in the same training program?
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Question. 3a) Should managers and non-managers be appraised from multiple perspectives for example, by those above, by those below, by coequals, and by customers?
Answer.
Performance Management
Performance consistently management employee, or areas. management (PM) includes activities that ensure that goals are being met in an effective and efficient manner. Performance can focus on the performance of an organization, a department, even the processes to build a product or service, as well as many other
The Process of Performance Management 1. Define performance 2. Facilitate performance 3. Encourage performance
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Encouraging Performance 1. Provide a sufficient amount of rewards that employees really value 2. In a timely 3. Fair manner Purposes of Performance Appraisal Systems
Requirements of Effective Appraisal Systems Legally and scientifically, the key requirements of any appraisal system are Relevance Sensitivity Reliability In the context of ongoing operations, the key requirements are Acceptability Practicality Relevance Implies that there are 1. Clear links between the performance standards for a particular job and organizational objectives, and 2. Clear links between the critical job elements identified through a job analysis and the dimensions to be rated on an appraisal form
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Performance Standards translate job requirements into levels of acceptable or unacceptable employee behavior. They play a critical role in the job analysisperformance appraisal linkage. Relationship of Performance Standards to Job Analysis and Performance Appraisal
Rating Methods or Formats Relative Rating Systems Comparing the performance of employees to that of other employees Absolute Rating Systems Evaluating each employee in terms of performance standards without reference to others Results-Oriented Systems Emphasis is on what employee produces Who Should Evaluate Performance? Possible Raters The immediate supervisor Peers Subordinates Self-appraisal Customers served Computers
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Multi-Rater or 360-Degree Feedback In Human Resource Management, 360-degree feedback, also known as "multi-rater feedback," "multisource feedback," or "multisource assessment," is feedback that comes from all around an employee that is the feedback is received by those above (Supervisors), by those below (Subordinates), by coequals (peers) and by customers (internal/external customers or suppliers). It also includes a self-assessment in some cases. It may be contrasted with a "traditional performance appraisal," where the employees are most often reviewed only by their managers or supervisors. It has been suggested that multi-rater assessments often generate conflicting opinions, and that there may be no way to determine whose feedback is accurate (Vinson, 1996). Studies have also indicated that self-ratings are generally significantly higher than the ratings of others (Lublin, 1994; Yammarino & Atwater, 1993; Nowack, 1992).
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Question No. 3b) What is the best way to develop pay systems that are understandable, workable, and acceptable to employees at all levels?
Answer. Introduction Pay is a key factor affecting relationships at work. The level and distribution of pay and benefits can have a considerable effect on the efficiency of any organization, and on the morale and productivity of the workforce. It is therefore vital that organizations develop pay systems that are appropriate for them, that provide value for money, and that reward workers fairly for the work they perform. Pay systems are methods of rewarding people for their contribution to the organization. Ideally, systems should be clear and simple to follow so that workers can easily know how they are affected. In considering rewards it should be borne in mind that pay and financial benefits are not the only motivator for worker performance. Other important motivators for individuals may include job security, the intrinsic satisfaction in the job itself, recognition that they are doing their job well, and suitable training to enable them to develop potential. What are pay systems? Key Points: Pay systems provide the foundation for financial reward systems There are basic rate systems, where the worker receives a fixed rate per hour/week/month with no additional payment There are systems related in whole or part to individual or group performance or profit There are systems based in part on the worker gaining and using additional skills or competencies Pay systems provide the bases on which an organization rewards workers for their individual contribution, skill and performance. Pay structures Pay structures are different - they are used to determine specific pay rates for particular jobs, usually based on the nature of the job, its content and requirements. A pay structure provides the framework within which the organization places the pay rates for its various jobs or groups of jobs.
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Human Resource Managment (527) Pay systems fall into two main categories:
Those where pay does not vary in relation to achievements or performance, (basic rate systems), and those where pay, or part pay, does vary in relation to results/profits/performance (including the acquisition of skills). There are also systems where pay, and any enhancement, is related to the gaining of extra skills or competencies that can allow a worker to carry out a wider range of work, or work at a higher level, and provide opportunities for greater job satisfaction. The selection of an organizations pay system is often determined by negotiations between management and worker representatives. In theory these negotiations can be kept quite separate from negotiations over payment structures and levels or amounts of pay; but in practice negotiations often embrace all pay-related issues. Selecting and installing a pay system Key Points: Accept that there will inevitably be a cost involved. Avoid most potential problems with a systematic, well-timed and carefully planned approach. Involve the workforce, or its representatives, as much as possible, perhaps through a joint working party. Re-examine the reasons for change and take advice both inside and outside the organization. Obtain expert help if needed. Don't just discard the existing system - take stock through discussions to enable the organization to keep the good and change the less good. Identify what the new system is required to do - how does it relate to the organizations overall objectives? Look at the possible new systems and consider which might best suit the particular organization, with or without alteration. Changes to pay make people anxious, and so the new system should be kept simple and agreed with the workforce and their representatives. Prepare the way carefully with briefings to the workforce and management. Look out for any changes to differentials and relativities. Document the system and if possible run it for a trial period.
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Build in as much time as possible for proper discussion and consultation. Make arrangements for maintenance, monitoring and evaluation. Review the system regularly to ensure it is performing as required. Be careful the system does not directly or indirectly discriminate between men and women. Performance-related pay Performance pay schemes cover the various methods of linking pay to a measure of individual, group or organizational performance. They all share the idea that where a worker can vary output according to effort the prospect of increased pay will lead to greater performance. What are the most common types of performance pay? It is difficult to clearly distinguish one type of performance related pay. They can be defined as: Piecework: A price is paid for each unit of output. This is the oldest form of performance pay and is still used in some local government direct service organizations (DSOs) Payment by results: Bonus earnings depend on measured qualities or values of output for individuals or groups, usually based on work studied time units; this covers a range of bonus schemes and still forms the main method of performance pay for manual workers Organization-wide incentives: Bonus earnings or pay levels based on measured quantities or values for the whole establishment; this is frequently the basis of contract price or tender-led schemes in local government DSOs Merit pay: Bonus earnings or pay levels usually based on general assessment of an employee's contributions to performance; this is an earlier, less structured form of IPRP: Individual performance related pay (IPRP): Bonus earnings or pay levels based on the assessment or appraisal of an employee's (or team's) performance against previously set objectives, usually part of a performance management system. This is a fairly recent development, particularly in the public sector and has grown sharply in use since the 1980s
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What are the main steps in creating performance related pay systems? Setting objectives. Appraising results. Linking achievements to pay.
Where output cannot be measured, the sensible solution seems not to pay any bonus; however just because some jobs are difficult to measure, doesn't mean that good performance shouldn't be rewarded. This problem has generally been tackled by providing a lieu bonus based on average bonus earnings to those employees - very often skilled maintenance staff and supervisors - whose work is difficult to measure. In most systems for manual workers the pay packet is in fact made up of a number of components, usually including a fixed basic payment, a variable bonus paid on output of acceptable quality and a fall back provision. Bonus payments are usually paid weekly or monthly. In IPRP systems for white-collar workers the pay packet includes a fixed salary element, where progress through a range may be according to performance, and/or a variable bonus paid out for achieving set objectives. Variable bonus payments are usually unconsolidated and may be paid monthly, half yearly or yearly. Competency-based pay: Competencies are the knowledge-skills and the attitude needed by any individual employee to carry out their job effectively. These can be incorporated into a pay system to reward individuals who positively contribute to the overall values and objectives of an organization. This is competency based pay: rewarding the way people work, not just recognizing what they can deliver. How can the right competencies be defined? Most competency based pay systems are determined by performance indicators. Typically, the competencies needed to drive progression are quantified by senior managers through employee interviews, surveys and job analysis. The following competencies are relevant here: Core competencies that apply to any job within the organization and reflect the organizations core values the technical skills and expertise that are necessary to carry out the job competencies relating to a specific job category e.g. leadership' for senior managers competencies that define the contribution an employee makes to their role including: communication
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teamwork and motivation coaching knowledge and experience service delivery liaison and networking investigation analysis initiative and problem solving planning and organizing resources decision making process and outcomes teamwork and motivation knowledge and experience liaison and networking initiative and problem solving decision making process and outcomes
Contribution pay: Contribution pay is a relatively new concept. It combines elements of both performance and competency based pay schemes by recognizing employee achievements and competencies. How does it differ from performance pay? Contribution pay is not a direct incentive for achieving a defined set of targets. Instead it is similar to a competence based pay reward system, emphasizing what type of development is needed by employees to enhance corporate success. Market-based pay: Market-based pay links salary levels, and progression through the scales, to those available in the market. It is often used in conjunction with a performance pay matrix, which allows faster progression from the bottom of the scale to the market rate, which will be the mid-point. Progression then slows, regardless of the performance of the worker, as they are deemed to be earning above the market rate for their job. It is rarely used as a scheme in isolation, but may be part of a reward strategy incorporating several performance elements. Team-based pay: While team-based pay has been around for some time in the shape of departmental or group bonus systems it has taken on more importance with the increased interest in team working.
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In team-based pay systems the payments reflect the measurable goals of the team. Team working may be most effective in situations involving high task interdependence and creativity, although it can be difficult to define the team, the goals, and the appropriate reward. Schemes can be divisive if they are not open and transparent. Goals should not be shifted once agreed - they need to be achievable. The aim of team-based pay is to strengthen the team through incentives - building a coherent, mutually supportive group of people with a high level of involvement. The team achievements are recognized and rewarded. Peer group pressure can also be helpful in raising the performance of the whole team.
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Question No. 4-a) How are the various factors of production affected by global competition? Do we manage people any differently in a globally competitive environment?
Answer.
Global Competition
Global competition is used to describe the worldwide market, and the struggle of different companies or businesses to prevail over the other. Global competition can help with providing good companies that are constantly trying to please the consumers! Global Competitive Environment Rapid pace of change Pervasive shift towards markets Broad and fast diffusion of capabilities Emerging markets New global competitors Excess capacity and slow growth Regionalization of trade - New rules of global competition Potential Problems in Emerging Economies Political instability and succession Too much government intervention Unequal income distribution Infrastructure bottlenecks Overheated economies (inflation, current a/c deficits) Shortage of skilled labor Legal environment (corruption, intellectual property) Inefficient financial systems Overcapacity Emerging Markets Emerging markets are larger than what the per capita income numbers would lead you to believe. Purchasing power vs. exchange rates
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Unequal income distribution Regional inequalities Parallel economy
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Human Resource Managment (527) Spectrum of Industries
Advantages of global firms Scale related Manufacturing Learning curve Sourcing R&D Marketing, distribution Arbitrage Comparative advantage Scanning and learning from environment Institutional incentives Exchange rate volatility Cross-subsidization Advantages of Localization Close to customer Adapt to local supply conditions Governmental preferences Organizational speed Lower overhead
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The Challenge Winning locally Converting global capability into local advantage Enriching global capability from local know-how Effective Global Manager Develop and use global strategic skills Manage change and transition Manage cultural diversity Design and function in flexible organizational structures Ability to work with others and in teams Ability to communicate Learn and transfer knowledge in an organization Mode of Entry
Key Success Factors Distribution Fragmented Poor physical infrastructure Geographically fragmented Too many tiers Service infrastructure: poor Marketing; invest in relationships and brand equity Future Challenges Develop competitive advantage Establish regional (or even global) presence Move to higher value added activities Move into services and consumer goods Expand the market
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Question No. 4-b) From a strategic perspective, how can senior management make the best use of the human resource function?
Answer.
STRATEGIC MANAGEMENT
Strategic management can be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc. The Management Process Planning Organizing Staffing Leading Controlling Human resource management is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns. The topics well discuss should therefore provide you with the concepts and techniques you need to carry out the people or personnel aspects of your management job. HRM People Functions Include: Conducting job analyses (determining the nature of each employees job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Training and developing managers Building employee commitment And what a manager should know about: Equal opportunity and affirmative action Employee health and safety Handling grievances and labor relations
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Strategic Planning and Trends Strategy is the companys long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage. The Strategic Planning Process SWOT analysis - Strengths, Weaknesses, Opportunities, and Threats Best strategic plans balance a companys Strengths and Weaknesses with the Opportunities and Threats the firm faces Basic strategic trends Globalization Technological advances The nature of work The workforce Strategic HRM Strategic human resource management: linking HRM with strategic goals and objectives to improve business performance and develop organizational cultures fostering innovation and flexibility
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How HR helps strategy execution Functional strategies should support competitive strategies Value chain analysis Outsourcing Strategy Formulation How HR helps form strategy Formation of a companys strategy = identifying, analyzing and balancing external opportunities and threats with internal strengths and weaknesses Environmental scanning HRs Role in Formulating Strategy Formulating a strategic plan requires identifying, analyzing, and balancing the companys external opportunities and threats, and its internal strengths and weaknesses. HR plays a role here, too. HR management can help with what strategic planners call environmental scanning, identifying and analyzing external opportunities and threats that may be crucial to the companys success. Thus, American Airlines considered and then rejected the opportunity to acquire USAir, a smaller and relatively weak airline. While American had several reasons for rejecting a bid, HR considerations loomed large. American had doubts about its ability to successfully negotiate new labor agreements with USAirs employees, and felt the problems of assimilating them might be too great.
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Question No. 5-a) What should be the components of a fair policy with regard to collecting, maintaining, and disseminating information about employees?
Answer. Human resource is an integral part of any organization. Great stress is laid on implementing an effective human resource system in an organization. There are lots of department in an organization that makes use of human resource to setup strategic planning and means to process officials assignments. The companies that do not have a proper human resource department suffer from official disorders and lack of management in office activities. THE FOLLOWING ACTIVITIES ARE CARRIED OUT BY HR RECRUITMENT APPROACH -using modern online recruitment and resume assessment. SELECTION METHODS -using modern tools like psychometrics, personality profiling etc THE FOLLOWING ACTIVITIES ARE CARRIED OUT BY HR RECRUITMENT APPROACH -using modern online recruitment and resume assessment. SELECTION METHODS -using modern tools like psychometrics , personality profiling etc STAFF INITIATIONS 1. INDUCTION PROGRAMS -tailoring induction to each individuals. 2.ORIENTATION PROGRAMS -tailoring orientation to each individuals. HOW EFFECTIVE IS THE HUMAN RESOURCE DEVELOPMENT PROCESS WHAT ARE THE VARIOUS METHODS/SYSTEMS USED 1.PERFORMANCE APPRAISALS SYSTEMS -360 degree systems 2.PERFORMANCE MANAGEMENT SYSTEM -self development programs -management development programs -training coaching ASSESSMANT OF POTENTIALS -use it for promotions -for succession planning -for talent management HR AUDIT HR STRATEGIC PLANNING
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ORGANIZATIONAL BEHAVIOR PROGRAMS -employee engagement -motivation -organization culture -organization development HUMAN RESOURCE PLANNING -HR planning -manpower planning HUMAN RESOURCE DEVELOPMENT -org. learning -training -education -development -Training evaluation -e learning -management development -career planning /development. REWARDS MANAGEMENT -job evaluation -managing reward process -administration of rewards benefits
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Question No. 5-b) What control mechanisms might be most appropriate to ensure that action plans match targeted needs?
Answer. The best part is to have a control data which is numeric and not at all subjective. Secondly proper reviews at both the appraise and appraiser level should be there. There should be constructive discussions between the two. Control and review mechanism human resource structure and system Once the action plan is implemented regarding redeployment like promotion, transfer, demotion, redundancy and retrenchment, recruitment, selection, training, development and retention, human resources structure and system should be controlled and reviewed with a view to keep them in accordance with the plan. The following steps are identified by HR experts regarding control and review of human resource structure and system. They are: 1. Considering the decisions regarding additions at the highest level. 2. Sending periodic reports to the top management stating the existing manpower system and changes therein due to internal mobility and external mobility. 3. Using the personnel budgets as a basis for control as they are formulated on the basis of manpower plans. 4. Auditing the human resources and studying manpower utilization. Manpower utilization can be measured be relating net man hours actually utilize in work to the standard man hours planned to be utilized in work. 5. Measuring the efficiency of labor periodically in the form of labor productivity, employee-sales ratio, employment-investment ratio; employee-turnover ratio, employee-profit ratio etc. and compare them with standards of the organization and actual of other comparable organization. 6. Conducting the surveys and research studies with a view to find out the level of job satisfaction, morale, employee attitudes, interpersonal relations etc. and review and correct the situation with the help of the findings f the surveys and studies.
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7. Conducting the studies with a view to find out the efficiency and validity of recruitment, selection, training, etc. 8. Sending the reports regarding absenteeism, irregularities, overtime etc. 9. The break-even point / pay back period for new employees. 10. Conducting exit interviews; spotting out the area responsible, finding out the causes and correcting the situation.
Problem in Human Resources Planning

Though HRP is beneficial to the organization, employees and trade unions, some problems crop up in the process of HRP. Important among them are: 1. Resistance by Employers and Employees: Many employers resist HRP as they think that it increases the cost of manpower as trade unions demand for employees based on the plan, more facilities and benefits including training and development. Further, employees feel that HRP is not necessary as candidates are / will be available as and when required due to unemployment or other reasons. Employers may be true about unskilled and clerical staff but it is not true in the case of all other categories as there is shortage for certain categories of human resources. Trade unions and employees also resist HRP as they view that it increases the workload of employees and prepares programs for securing the human resources mostly from outside. The other reason for their resistance is that HRP aims at controlling the employees through productivity maximization etc. 2. Uncertainties: Uncertainties can also be the reasons in human resources practices sometimes due to absenteeism, seasonal employment, labor turnover etc. in some geographical locations. Further the uncertainties in industrial scene like technological change, marketing conditions also cause uncertainties in human resource management. The uncertainties make the HRP less reliable.
3. Inadequacies of Information System: Information system regarding human resources may not be perfect in all industries. Some industries are not giving requisite importance to HR / personnel department
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and less importance is attached to HRP. Further the reliable data and information about the economy, other industries, labor market, trends in human resources, etc. are not sought in a proper manner by these organizations. Cost-contribution Analysis in HRP Cost-contribution analysis of human resources is most important in HRP with a view to plan for more effective human resources system. The human resources components necessary to maximize employee contribution to the job and the organization, and minimize the cost, should be determined in advance with the help of human resource accounting techniques. The optimum human resources system should be planned and determined as the human resources system is the control system in the organization because it emphasizes the human contribution which critically influences the organizational effectiveness. Planning the human resources system includes determining the type of human resources components like creative and innovative skills and abilities, dynamism, leadership qualities, commitment, identification with the organization etc. Considering the measures to acquire those human resources through recruitment, training and development and adjusting the components. Similarly, cost of human resources should be streamlined and it should be taken as investment on human resources but not as mere cost. These items include remuneration cost( Pay, allowances, fringe benefits, other indirect cost), recruitment cost (cost of job design, advertising cost, cost for conducting tests, interview, reference checks, medical examination and induction), training costs etc. We conclude Human Resources Accounting (HRA) envisages capitalization of all expenses like cost of recruitment, training etc. one of the systems of HRA i.e. replacement cost of human asset is an important tool for the formulation of manpower budget and plan for human resources. Regarding various problems outlined above there are always solutions and process to be implemented not once but on regular basis to overcome the same.
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Mr. Sajid Saeed H. No. 549/1, St No. 06,
M. Hammad Manzoor 508195394
Sector No. I, Airport Housing 508, 5th Floor, # Society, CTC Chakala , RAWALPINDI Continental Trade Centre, (0300-550 O899) Block-08 08, KARACHI. (0321Clifton 584 2326) Human Resource Management 01 527
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Assignment 1st - 527 - Human Resource Management

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Department of Business Administration

Human Resource Management (527)

Human Resource Managment (527)

Human Resource Managment (527)

Environmental Factors Affecting the Selection Process

Speed of Decision Making

Human Resource Managment (527) Applicant Pool

STEPS IN THE SELECTION PROCESS

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Structural Issues in the Delivery of Training

Human Resource Managment (527)

Assessing Training Needs

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527) Spectrum of Industries

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Human Resource Managment (527)

Problem in Human Resources Planning

Human Resource Managment (527)

Human Resource Managment (527)

Mr. Sajid Saeed H. No. 549/1, St No. 06,

M. Hammad Manzoor 508195394

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