ASSIGNMENT ON HUMAN RESOURCE MANAGEMENT

Concept of HRM
The term human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organizations workforce, as well as the values , attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. The term human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organizations workforce, as well as the values , attitudes, approaches

and beliefs of the individuals involved in the affairs of the organization.

Objectives of HRM
1. 2. right procurement Right training

3. Effective utilization of human resources 4. 5. Ensure development T0 identify and satisfy the needs

6. To ensure respect for human beings 7. 8. To ensure integration of goals To maintain high morale

DIFFERENCES BETWEEN HRM AND PERSONAL MGT ) Nature of relations: The nature of relations can be seen through two different perspective views which are Pluralist and Unitary. There is a clear distinct difference between both because in personnel management, the focus is more on individualistic where individual interest is more than group interest.
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ii) Leadership and management role: Personnel management emphasizes much on leadership style which is very transactional. This style of leadership merely sees the leader as a task-oriented person. This leader focuses more on procedures that must

be followed, punishment form nonperformance and non-compliance of rules and regulations and put figures and task accomplishments ahead of human factors such as personal bonding, interpersonal relationship, trust, understanding, tolerance and care. HRM creates leaders who are transformational. This leadership style encourages business objectives to be shared by both employees and management. Here, leaders only focus more on people-oriented and importance on rules, procedures and regulations are eliminated and replaced with: Shared vision; Corporate culture and missions; Trust and flexibility; and HRM needs that integrates business needs.

iii) Contract of employment: In personnel management, employees contract of employment is clearly written and employees must observe strictly the agreed employment contract. The contract is so rigid that there is no room for changes and modifications. There is no compromise in written contracts that stipulates rules, regulations, job and obligations. HRM, on the other hand, does not focus on one-time life-long contract where working hours and other terms and conditions of employment are seen as less rigid. Here, it goes beyond the normal contract that takes place between organizations and employees. The new "flexible approach" encourages employees to choose various ways to keep contributing their

skills and knowledge to the organization. HRM, with its new approach, has created flexi-working hours, work from home policies and not forgetting the creation on "open contract" system that is currently practiced by some multinational companies such as Motorola, Siemens and GEC. HRM today gives employees the opportunity and freedom to select any type of working system that can suit them and at the same time benefit the organization as well. Drucker (1996) calls this approach a "win-win" approach.

iv) Pay policies and job design: Pay policies in personnel management is merely based on skills and knowledge

required for the perspective jobs only. The value is based on the ability to perform the task and duties as per the employment contract requirement only. It does not encourage value-added incentives to be paid out. This is also because the job design is very functional, where the functions are more departmentalized in which each job falls into one functional department. This is merely known as division on labour based on job needs and skill possessions and requirement. HRM DEFINITION It is planning, organizing, directing and controlling of procurement, development, compensation, integration, maintenance and separation of human resources to the end that

individual, organizational and social objectives are accomplished . PERSONEL MGT DEFINITION According to Edwin Flipper, "Personnel Management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration and maintenance of people for the purpose of contributing to organizational, individual and social goals". RECRUITMENT Recruitment refers to the process of attracting, screening, and selecting a qualified person for a job. All companies in any industry can benefit from contingency or

retain professional recruiters or outsourcing the process to recruitment agencies. The recruitment industry has four basic types of firms. 1). Employment agencies deal with clerical, trades, temporary and temporary to hire employment opportunities. 2). Recruitment websites and job search engines used to gather as many candidates as possible by advertising a position over a wide geographic area. Although thought to be a cost effective alternative, a human resource department or department manager will spend time outside their normal duties reading and screening resumes. A professional recruiter has the ability to read and screen resumes, talk to potential candidates and deliver a

selective group in a timely manner. 3). "head-hunters" for executive and professional positions. These firms are either contingency or retained. Although advertising is used to keep a flow of candidates these firms rely on networking as their main source of candidates. 4). Niche agencies specialize in a particular industrial area of staffing. RECRUITEMENT SOURCES

HR PLANNING Human resource planning The process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization. Human resource planning is the process by which an organisation ensures that it has the right number and kind of people at the right place , at the right time ,capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives .

SELECTION Selection involves a series of steps by which the candidates are screened for choosing the most suitable person for vacant posts. Thus selection process is negative function because it attempt to eliminate applicants, leaving the best to be selected.

Distinction between recruitment and selection

Recruitment Selection Postive Negative Number is high Number is low Easy Complex Create pool of candidates Eliminate unsuitable persons SELECTION PROCESS Receiving Application Form Preliminary Interview Screening Application Form Employment test Final interviewing Reference Checks

Physical Examination examination) Job offer

(medical

IMPORTANCE OF SELECTION For Procurement of Qualified and Skilled Workers Reduces the labor cost and increases the production. Facilitates the expansion in the size of the business. Reduce Cost of Training and Development Absence of Personnel Problems

JOB ANAYLISIS Job analysis is a detailed and systematic study of jobs to know the nature and characteristics of people to be employed for each job . The uses of job analysis Human resource planning Recruitment ,selection and placement Training and development Job evaluation remuneration performance appraisal Employee counselling Job design Organisational design

Safety and health JOB ANAYLISIS PROCESS Step 1: Identify purpose of job analysis You should identify purpose of job analysis because that will determine what job analysis method, what data will be collected. Step 2: analysts Selecting the

You can choose analyst from professional human resource, line mangers, incumbents or consultants. Step 3: Selecting appropriate method the

 Select representative positions to analyze because there may be too many similar jobs to analyze, and it may not be necessary to analyze them all. Review background information such as organization charts, process charts, and job descriptions of positions selected . Then identify methods of job analysis. There are many methods in job analysis, you should pay attention to advantages and disadvantages of each method in order to choose suitable one. Identify sample size of position. Step 4: Train the analysts If you intend to use internal analysts you have to teach

them how to use the selected methods. Step 5: Preparation of job analysis Communicate the project in the organization. Preparing the documentation, for example: interview questions, questionnaires. Step 6: Collecting data Collecting data on job activities, employee behaviors, working conditions, and human traits and abilities needed to perform the job Using one or more of the job analysis

methods to collect data. Step 7: Review and verify Consolidate the results. You must review all data collected. This will help you to confirm that the information is factually correct and complete. How can review information? Review data with his or her immediate supervisor. Review data by technical conference (is a job analysis method). Review data with incumbents by interview.

Step 8: Develop a description and specification

job job

Implement the results into the company procedures according to the goal-setting. Develop a job description and job specification from the job analysis information. A job description is a written statement that describes the activities and responsibilities of the job, working conditions and safety and hazardsA job specification summarizes the personal qualities, traits, skills, and background required for getting the job done JOB DESCRIPTION

A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. Job descriptions are usually narrative,[1] but some may instead comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop a competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.

JOB SPECIFICATION A job specification is a document which states the minimum acceptable human qualities necessary to perform a job properly