Raima Razzaque (01)

Ayehsa Qasim (04)

Qudsia Inam (14)

Mariam Nawaz (18)

Human resource management can be defined as the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. As a change agent, it is concerned with the nature of and regulation of the employment relationship at the level of the workplace and broader society.

The need to search for new ways of working The central role of managing in promoting change The treatment of workers as individuals rather than part of a collective workforce The encouragement of workers to consider management as partners rather than as opponents us and us, rather than us and them.

HRM are defined as the sum of HRM policies and practices of a firm that are horizontally and vertically aligned and aim at attracting, developing, and maintaining a firm's human resources ( [Jackson and Schuler, 2003] and [Lado and Wilson, 1994]). Horizontal alignment means that practices are not independent from each other, but integrated. Vertical alignment refers to practices that are linked with internal contextual factors, such as corporate strategy and culture.

Staffing Training and development Compensation in wage or salaries Career Development Performance management

To analyze the HR practices being implemented in educational institution of Pakistan To determine the extent to which HR practices are being adopted in educational institution of Pakistan To analyze the satisfaction level of managers with the HR practices being followed in their organization To analyze the satisfaction level of the teachers with the HR practices being followed in their organization To analyze the satisfaction level of clerical staff with the HR practices being followed in their organization To determine the difficulties being faced by the managers in implementing the HR practices

Research Methodology

Exploratory research Primary data collection Structured Interview-HR manager 5-Point Likert Scale 3 groups (teachers, management level positions, clerical positions)

Staffing

Recruitment

Selection

"Recruitment involves the utilization of organizational practices to influence the number and types of individuals who are willing to apply for job vacancies (Rynes, 1991; Rynes & Cable, 2003). Recruitment can focus on the internal labor market (i.e., pursuing staff already employed by the organization) or the external labor market (i.e., pursuing applicants from outside the organization)

The process of recruitment does not stop when it commences, it is a dynamic activity. The purpose of it is to provide an Organization with a pool of qualified candidates. Its specific purposes are as follows:
To augment the success rate of selection process by reducing the numbers of obviously under-qualified and over-qualified applicants. To increase Organizational and individual effectiveness in the short and long term plans.

STRATEGIC CHOICES WHILE RECRUITING

Employee Category School Teachers Management Level Positions Clerical Positions

Qualification

Experience

Age

Personality

Very important Very important Moderately important

Very important Very important

Important

Very important Very important

Very important Least important

Important

Not important

Employee Category School Teachers Management Level Positions Clerical positions

Permanent Recruitment

Temporary Recruitment

Internal Recruiting

External Recruiting

Always

Sometimes

Rarely

Always

Always

Sometimes

Rarely

Always

Always

Sometimes

Rarely

Always

Temporary Employees
No work no pay No benefit so no claim for unemployment compensation when their employment ends Provide flexibility for employers (no lay-offs) Cost more per hour

Permanent Employees

Internal recruiting

External Recruiting

Advantages

Disadvantages

When Useful

Internal

Have performance date available Motivational

Possible politics
Loser effects

Stability strategy Stable external environment

Limited time and money

Less training/motivat ional time

Faster Less Expensive

Inbreeding Promotion chains

Advantages External Fresh ideas and view points Expand knowledge base

Disadvantages Unknown entities Detrimental to internal applicants Training and socializing time Time consuming Can be expensive

When Useful Need for change Volatile external environment

2. METHODS OF RECRUITING

Word of mouth Small Organizations

Through direct supervisor

Large Organizations

Formal Job Posting

Physical Bulletin Board

Online Bulletin Board

Employee Category School Teachers Management Level Positions Clerical positions

Online Bulletin Board

Physical Bulletin Board

Word of Mouth

Through Direct Supervisor

Always

Rarely

Never

Rarely

Always

Rarely

Never

Rarely

Sometimes

Frequently

Sometimes

Frequently

Small Organizations
Contact with friends and acquaintances of existing employees

Large Organizations

Advertising

Peer Networking at executive level

Internet

Employee Referral Program

Outsourcing all or part of staffing

College or University on-campus recruiting (internship Programs)

Employee Category

Advertisement

Internet

Employee Referral Program

Outsourcing

College or University on-Campus Recruiting

Internship

School Teachers Management Level Positions Clerical positions

Rarely

Sometimes

Never

Sometimes

Never

Never

Frequently

Frequently

Never

Sometimes

Frequently

Frequently

Rarely

Rarely

Never

Never

Never

Frequently

Advantages
Quickly process large number of applicants (cut research process time by 70%)

Challenges

Ensuring security

Global exposure to potential applicants

Over-reliance on internet recruiting

Help applicants to determine optimal fit b/w their career goals and goals of organization

Advantages
Less time Minimal cost

Challenges
Excessive large number of applicantsscreening becomes issue Inefficiency

Efficiency Motivated, high skilled, energetic applicants Potential for higher return Available at certain time of year

Higher risk (Limited prior work experience)

The main purpose or the core of constructing a recruitment strategy for the organization included stimulating a desire to work for organization and filling specific positions. Generating high quality employment applications, generating the best possible return on investment and generating diversity are the goals which are considered important while generating a pool of candidates.

Selection is the HR process in which candidates who have been recruited and have completed applications become a part of the applicant pool are selected to fill a position for which the organization wishes to hire. (Thompsan, 2008)

Testing

Interviewing
Individual Group Interviewers Structured Unstructured

Work Sample Tests Trainability Tests Personality Tests Physical Ability Tests Honesty Tests

References
International Assignments Diversity

Employee Category School Teachers Managemen t Level Positions Clerical Positions

Interview

Testing

International Diversity References Assignments

Always

Always

Always

Never

Always

Always

Rarely

Always

Never

Always

Rarely

Never

Rarely

Never

Always

Employee Category

Group Interviews

Panel Interviews

Individual Interviews

Behavioral Interviews

Structured Interviews

Unstructure d Interviews

School Teachers

Never

Never

Always

Never

Sometimes

Always

Management Level Positions

Clerical Positions

Never

Never

Always

Never

Sometimes

Always

Never

Never

Always

Never

Sometimes

Always

Employee Category School Teachers Management Level Positions Clerical Positions

Immediate Supervisors

Peers

Subordinates

Customers

Always

Never

Never

Never

Always

Sometimes

Rarely

Never

Always

Never

Never

Never

Training involves obtaining the skills and knowledge which employees can use instantly to perform their duty. While development involves the skills which will help the organization with the passage of time and help employees later in their career e.g. facing external environment, dealing with uncertain situation etc. (Olaniyan and Lucas, 2008)

Orientation
Rotation Computer Based Training

Employee Category

Orientation

Rotation

Computer Based Training

School Teachers

Always

Never

Never

Management Level Positions

Always

Sometimes

Never

Clerical Positions

Always

Never

Never

COMPENSATION& CAREER DEVELOPMENT

Compensation systems basically involve decisions about financial benefits give to employees and approach to provide incentivizes to employees in return of their performance in organizations (David and Joseph, 2006).

To attract qualified employees. To retain qualified employees. To motivate employees by rewarding sustained performance. To support management in the realization of organization objective

Base pay

Incentive plan

Indirect compensation

Seniority base Merit base Incentive base Performance base Skill base

Commission Bonuses Overtime pay Profit sharing Stock option

Legally required Social security Insurance Workers Compensation Family and medical leave Optional incentive

Paid time off

Pension plan Dependent care etc

Employee Category

Seniority base system

Merit pay system

Incentive pay system

Performance base pay system

Skill base pay system

School Teachers

Never

Sometimes

Rarely

Always

Frequently

Management Level Positions

Sometimes

Frequently

Rarely

Always

Frequently

Clerical positions

Rarely

Rarely

Rarely

Always

Frequently

Employee Category

Commission

Overtime pay

Bonuses

Profit sharing

Stock Options

School Teachers

Never

Sometimes

Rarely

Never

Never

Management Level Positions

Never

Sometimes

Rarely

Never

Never

Clerical positions

Never

Frequently

Rarely

Never

Never

Employee Category

Social Security

Unemployment Compensation Insurance

Workers Compensation

Family & Medical Leave

School Teachers

Always

Never

Never

Always

Management Level Positions

Always

Never

Never

Always

Clerical positions

Always

Never

Never

Always

Employ ee Categor y School Teacher s

Paid Time off

Health Insura nce

Retireme nt/Pensio n Plans

Disability Life Tuition Insurance Insuranc Reimbursem e ent

Dependent Care

Flexible Work Schedules

Always

Always

Always

Never

Never

Always

Never

Some

Manage ment Level Position s Clerical position s

Always

Always

Always

Never

Never

Frequently

Never

Never

Always

Always

Always

Never

Never

Never

Never

Never

Maintaining the equity

Equity means that the employee perceive there is fairness in compensation system and that will lead to motivation, commitment and ultimately high performance for employer

Career development

Organizational career development is a strategic process in which the organization maximize individuals career potential in a way which enhancing the success of the organization as a whole. It is also a key factor as organizations compete for human resources that are skilled and scarce. Development processes enable companies to meet such challenges quickly and effectively.

Documents employees skills, qualifications competencies, and professional experience Track performance of Employees in the organization Identifies and assigns potential assignments for a job or career path Ranks potential candidates qualified to fill incumbent or vacant positions Compares organizational requirements and goals with employees and managers to identify talent and leadership gaps within an organization Arrange Career Counseling Programs

Employee Category

Documentation of employee's skills

Track performance of Employees in the organization

Identifies and assigns potential assignments for a job or career path

Ranks potential & candidates

Comparison s

Career Counseling Programs

School Teachers Management Level Positions Clerical positions

Frequently

Always

Sometimes

Frequently

Rarely

Sometimes

Frequently

Always

Always

Frequently

Rarely

Sometimes

Sometimes

Always

Always

Sometimes

Rarely

Never

Definition
Purpose Of Performance Management System Who Evaluates What To Evaluate Means Of Evaluation Theoretical Vs. Real-world--- BSS Conclusion

The

process by which managers assure that resources are obtained and used effectively and efficiently in the accomplishment of the organizations objectives.
Performance evaluation, performance appraisal, performance measurement, performance feedback are similar terms

Employee development
Determine reward and compensation Enhance motivation Facilitate legal compliance Facilitate human resource planning

Assessing individual and team strengths and weakness to establish training and development plans-----Employee development
Salary, promotion, retention and bonus decisions are frequently based on data collected as part of performance management -------------Determine reward and compensation

Employee acknowledgement and praise can reinforce the behaviors and outcomes that are beneficial for the organization ------------Enhance motivation
Claims of unfair dismissal and violations are best supported when the organization has documentation of performance deficiencies -------------Facilitate legal compliance

Performance data can alert the organizations to deficiencies in the overall level and focus on employee skills and abilities needed for future --------------Facilitate human resource planning

Supervisor
Peers

Subordinates
Customers

Self
360 -feedback
0

Traits

Behavior
Results

Traits----focus on general abilities and characteristics of employee e.g. loyalty to organization

Behavior--- focus on what the employee actually does Results---focus on employees work specific accomplishments of an

Absolute

Relative

Absolute---- evaluate employees strictly on performance standards.

Relative ---- evaluate employees in comparison to coworkers

Graphic rating scale

Weighted checklist BARS BOS Critical incident Objective based / Management By Objective (MBO)

A way to assess performance is to base feedback on predetermined, negotiated work objectives

Theoretical VS Real-world

Establish Training And Development Plans?

Employee Category

Orientation

Rotation

Computer Based Training

School Teachers

Always

Never

Never

Management Level Positions

Always

Sometimes

Never

Clerical positions

Always

Never

Never

Track performance of Employees in the organization?

Employee Category

Track performance of Employees in the organization Always Always Always

School Teachers Management Level Positions Clerical positions

Compensation decisions are based on data collected as part of performance management?

Employee Category

Seniority base system

Merit pay system

Incentive pay system Rarely Rarely

Performance base pay system

Skill base pay system

School Teachers Management Level Positions

Never Sometimes

Sometimes Frequently

Always Always

Frequently Frequently

Clerical positions

Rarely

Rarely

Rarely

Always

Frequently

Future planning regarding organizational goals?

HR

to

meet

Employee Category

Plan Who is going to fill the vacant position Always Always Always

School Teachers Management Level Positions Clerical positions

Immediate Supervisor----- is the official person

who evaluates performance of employees

Customers----- are the non-official but very

important persons who evaluate performance of

employees by giving their constant feedback

Traits, Behaviors and Results ---All the three characteristics are simultaneously evaluated for Performance Management in BSS
E.g. if an employee is teacher then it is determined whether; the teacher is punctual, How does he teaches his class & What is the end-result of the class

Absolute,

Relative-------------

employees

are

evaluated

on

absolute standards as well as in

comparison with their peers.

The

performance

is

always

assessed on predetermined and

negotiated work objectives

Management By Objective (MBO)

Human resource management is the strategic and coherent approach for the management of an organizations most valued assets for the achievement of business objectives and These practices are analyzed and observed in a very well-known organization Beconhouse School System and It was observed that BSS has adopted the best known practices from Recruitment to Compensation.

Thankyou