HUMAN

RESOURCE
MANAGEMEN
T

DEFINITION

HRM is a distinctive approach to

employment
management
which
seeks
to
achieve
competitive
advantage through the strategic
deployment of a highly committed
and capable workforce, using an
array of cultural, structural and
personnel
techniques.Storey
(1995:5).

 HRMisamanagerialperspectivewhichargues

theneedtoestablishanintegratedseriesof
personnelpoliciestosupportorganizational
strategy.BuchananandHuczynski(2004:679).

HRMisastrategicapproachtomanaging

employmentrelationswhichemphasizesthat
leveragingpeoplescapabilitiesiscriticalto
achievingcompetitiveadvantage,thisbeing
achievedthroughadistinctivesetofintegrated
employmentpolicies,programmesandpractices.
BrattonandGold(2007:7).

ThedifferencesintheinterpretationofHRMhave

createdtwodifferentschoolsofthought:softand
hardvariantsofHRM(Storey,1992).

SoftandhardHRMarealsooftendefinedastwo

mainmodelsofHRM.SoftHRMfocusesonemployee
training,development,commitmentand
participation.ItisusedtodefineHRfunctionsaimed
todevelopmotivation,qualityandcommitmentof
employees;hardHRM,ontheotherhand,
concentratesmostlyonstrategywherehuman
resourcesareusedtoachieveorganisationalgoals.
Itisalsoassociatedwithcostcontrolandhead
countstrategies,especiallyinbusinessprocesses
likedownsizing,loweringthewages,shortening
comfortbreaks,etc.(BeardwellandClaydon,2007).

 HRMisamanagerialperspectivewhichargues

theneedtoestablishanintegratedseriesof
personnelpoliciestosupportorganizational
strategy.BuchananandHuczynski(2004:679).

PersonnelManagementisthatpartof

managementconcernedwiththepeopleatwork
andtheirrelationshipwithintheorganization.It
seekstobringtogethermenandwomenwho
makeupanenterprise,enablingeachtomake
hisownbestcontributiontoitssuccessisbothas
anindividualandasamemberofaworking
group.(NIPM)

Satu

ciri utama pengurusan sumber

manusia yang dikenalpasti oleh beberapa
penyelidik ialah penekanan kepada
integrasi dasar dan amalan personel
dengan strategi organisasi (Legge 1989;
Miller 1989; Thomason 1991; Schuler
1992).

Penekananinidianggapsebagaisatu

perubahanparadigmadaripendekatanyang
bersifatjangkapendekdantaktikalkepadasatu
pendekatanyangbersifatjangkapanjangdan
strategikdalampengurusansumbermanusia
(Thomason1991).lniberbezadengan
pengurusanpersoneltradisionalyangdianggap
bersifatreaktif,jangkapendekdanlebih
tertumpukepadapekerjaperingkatbawahan
(Legge1989).Pengurusansumbermanusia
menekankanusahayangdilakukansecara
proaktifuntukmewujudkandasardanamalan
yangsinergistik122Jumal Pengurusan 14 dan
meliputisemuabidangdidalamorganisasi
(HendrydanPettigrew1991;Schuler

Human resourcesisatermusedtodescribe
theindividualswhocomprisetheworkforceof
anorganization,althoughitisalsoappliedin
laboreconomicsto,forexample,business
sectorsorevenwholenations.Human
resourcesisalsothenameofthefunction
withinanorganizationchargedwiththeoverall
responsibilityforimplementingstrategiesand
policiesrelatingtothemanagementof
individuals
(i.e. the human resources). This function title is
oftenabbreviatedtotheinitials'HR'.
http://wiki.answers.com/Q/What_is_the_definit
ion_of_Human_Resources

Strategy
1)Analysing
2)Forecasting
3)Planning
4)Implementing
5)Evaluating

Analysin
g

Job analysis definition :

Adams (2000) defines job
analysis as a process to identify
and determine in detail the
particular
job
duties
and
requirements and the relative
importance of these duties for a
givenjob.

Jobanalysisisoftenregardeda

managementactivitywhichcollectsand
analyzesinformationanddatasuchas
accountabilityforperformance,job
evaluation,jobrequirements,andvarious
otherjob-relatedinformation.

category
Jobdescription:

Task,responsibilities,duty.
Jobspefication:

Knowledge,skills,abilities.

Can be used :
Staffing?
TrainingandDevelopment?
PerformanceAppraisal?
Compensation?
SafetyandHealth?
EmployeeandLaborRelations?
LegalConsiderations?

Purpose:
Theprimarypurposeforconductingajob

analysisistodefinepracticeofa
professionintermsoftheactualtasks
thatnewpractitionersmustbeableto
performsafelyandcompetentlyatthe
timeoflicensureorcertification.

Jurnal by
Mapira Nyasha (Corresponding
author)
This

research sought to find the impact of

establishing a job analysis in the bread
manufacturing companies in Zimbabwe.

Jurnal and findings

Fromtheresearchcarrieditcanbeconcludedthatwell

establishedjobanalysishaspositiveimplicationson
employees,organisationalperformance,labourturnover,
growth,marketshareandmarketvalueofbread
manufacturingcompanies.
However,itwasnotedthat,fortheprocesstobeeffective,
Jobanalystsmustinformemployeesonwhowillinitiatethe
process,howtheemployeeswillbeaffected.
Informedconsentprotecttherightsofparticipantsthereby
promotingfreedomandselfdetermination.

Jurnal
by
Hyeon-Suk
Jongsoon Jin.

Lyu

Thepurposeofthisstudyistofindsome

reasonableanswersforwhyjobanalysisis
notwidelyusedintheKoreangovernment.
Inthislight,itattemptstorevealwhich
mainbarriersarecommonlyencountered
andwhichenablersarepotentiallythemost
usefulforexpandingtheexistingjob
analysisacrossthe35centralgovernment
agenciesinSouthKorea.

Jurnal and findings

Thisstudycouldputforwardreporttwobasic

strategiesforfuturejobanalysis.
First,incompanywiththecloselinkbetweenjob
analysisandperformance-basedHRmanagement,
anunwaveringfollow-upmanagementofjob
analysisandstrongleadershipandcommitment
shouldbedeveloped.
Theotheristhatjobanalysisneedtobe
conductedsystematicallyinaneed-basisandeasy
tousetechnicalplatformtoresolvecurrent
problemsinpersonnelmanagement.

Jurnal by
MAM.HussainAli
DepartmentofManagementSouth

EasternUniversityofSriLanka
hussainm@seu.ac.lk
Mrs.MACF.Aroosiya
BBA(HRM)Special
fathimaaroosiya@gmail.com

Theobjectivewastoinvestigatethe

impactofjobdesignon
employeesperformanceintheschoolof
KalmunaiZoneinSriLankaandwhich
factorsofjobdesign
highlyinfluenceonemployees
performanceintheorganizations.

Jurnal and findings

shouldadoptamoresystematicdesignof

jobinordertoimproveitsemployees
performanceForthepurposeofenhancing
qualitylevelofJobDesignitisessentialto
workonall5dimensions,i.e.,Skill
Variety,TaskIdentity,TaskSignificance,
AutonomyandFeedBack.

Conclusion
Jobanalysisisplaysasignificantrolein

humanresourseplanning.
Because,itabletoinfluencehuman
resourcemanagement.

Forecasti
ng

FORECASTING
Demand Forecasting

Supply Forecasting

Demand Forecasting
ThepurposeofHRforecastingistoestimate

laborrequirementforfuturetimeperiod
Itshelptodeterminesemployeesrequired
andconsideratefuturerequirementofthe
organizationtoachievetheirgoal
Factorsthatinfluencesdemandforecast:
technologychanges,demandsofconsumers
Canbeclassifiedintotwocategories:
quantityquality

 Quantitative demand forecasting

Statistical

techniques and mathematical

modeling to determine possible changes in demand

Trend

projections and multiple regression are form of

quantitative analysis
Trend

projection : time series analysis that processes past and

present information
Multiple

regression : determinants of future demand to determine

reliable indicators of future demand

 Qualitative demand forecasting

Actuallyquantitativeapproachisprovidedbyqualitative

techniques
Datacollectioncanbequiteinformalorcanbestructuredina

formalmannerusingapproachessuchasDelphitechnique
(survey)
Thebenefitsofthisapproacharethatexpertinformationis

gatheredwithoutface-to-facepressurewithinthegroupto
conformtoaparticularlineofthinking
Theapproachisalsousefulwhenconditionsarechangingand

therearefewexistingprecedentsonhowtoproceed

Supply Forecasting
Supplyforecastingconcernedwiththe

estimationofsupplyofmanpowergiventhe
analysisofcurrentresourceandfuture
availabilityofhumanresourceinthe
organization
Thesimplestmethodofinternalsupply
forecastissuccessionplanningorthecareer
plansorchestratedbytheorganization.
Thedatabasecanbegeneratedwiththe
helpofsamefactors.
Markov Analysis isusedforlongrange
forecastinlargecompanies.

Newdevelopmentinbusinessforecasting

journalwrotebyLarryLapidementioned
thathisbusinesssuccessbecauseof
forecastingdemandsuchasquantitative
andqualitative

AnANNApproachtoDemandForecastingin
RetailTradeinBangladesh
journalwrotebyM.AhsanAkhtarHasin
mentionedthatdemandforecastingisthe
importantroleinretailperformance.

Planning

PHASE 3 : PLANNING
( Identification of Strategy)

WHAT IS PLANNING ?
Processofidentifyingand

selecting
appropriateorganizational
goalsandcoursesofaction

Aftercompletingthesurplus/demand

analysis,gapanalysis,scenariobuilding
exercise,SWOT
planningphase
Strategies,initiativesandprogramsand
policiesshouldbedevelopedtoaddressthe
gapsidentifiedintheanalyzingphase
ensurethattheelementwillrecruit,
developandretainthecriticalstaffneeded
forasuccessfulworkforceplan.
Afewfactorsshouldbeconsideredwhen
decidinguponstrategiestoaddressa
workforcegap.

Human resources planning should

include :

a)awiderangeofstrategiesaround
staffdevelopment
b)Successionplanning
c)Recruitment
*Identifiedfromthereviewed
journals.

a) A wide range of strategies around staff

development
Developingtheemployeecanberegarded

asinvestinginavaluableasset

Asourceofmotivation
Asourceofhelpingtheemployeefulfilpotential
Inordertoattainsustainablecompetitive

advantagecompaniesneedstomanage
theirorganizationalcompetences(Hafeez,
2002)aswellasindividualcompetencies
(Hafeez&Essmail,2007).

b) Succession planning

Successionplanningisameanofidentifying
criticalmanagementpositionstartingat
managerandsupervisorlevelsand
extendinguptothehighestpositioninthe
organization
(WiliamJ.Rothwell)
EffectiveSuccessionPlanning(2001)

Researchshowsthatplanningforleadershipsuccession

shouldbepartandparcelofthewayacompanyismanaged
Ideally,carefulsuccessionplanninggroomspeople
internally(Bower,2008;Boyle,2009;Byrnes&Crockett,
2009;Reingold,2009)
SaraLeecorporationhasacquiredmorethan40companies
pastseveralyears.
-usessuccessionplanningmovetalentedemployees
throughthedifferentsubsidiariestobuildaconsistent
corporatecultureandunity
(McMAnis&Leibman,1988)

Takenfrom:Jackson,S,F&Schuler,R,S.Human Resource
Planning: Challenges for Industrial /Organizational
Psyhologists.AmericanPsyhologistAssosiationVol45,No
2:223-239

c) Recruitment
Refers

to a process of attracting ,screening and

selecting qualified people for a job.
Recruitment is a critical management function that
all levels of the organization need to be involved in
planning and implementation

 Brian

and Cain,1996- Organizationsneedto

predictfuturehumanresourcelevelinorderto
forecastrecruitmentandtrainingneedtoensure
thatsufficientexperiencepeoplearerisingtofill
vacanciesathigherlevel.

Problemsmightariseinfillingopenpositionswith

adequateavailablecandidateshasexistedforalong
time(La Bella et al,1980)

Vetter,

Eric W.(1984), dealswiththebeginningof

executiverecruitingandthegradualdevelopmentof
successionplanning.Sincethisisahighlyvisible
partofHRP,itaffordsmanyopportunitiesfor
gainingcredibilityfortheentireHRPprocess.

Implementi
ng

PHASE 4 : IMPLEMENTING
( Executing the New
Strategies)

Process- use all information

gathered and devising a plan
to execute the new strategies
Afteranalyzed,forecastandplanned

puttogetherimplementationplancarry

outplannedactivities.

Journal Review :Managing and implementing

simultaneous transaction and relationship
marketing Susan Walsh
Thefindingsindicatethat,inpractice,resource

investmentintransaction-andrelationshipmarketingmanagementwasunbalancedwith
anover-emphasisonsomemanagerial
dimensionsandanunder-investmentinothers.
Inotherwordsthebankunderinvestigation
didnotengageineffectivetransactionor
relationshipplanningorimplementationbut
ratherthemanagerialandorganisationalfocus
wasonsalesandpromotion.

Figure1.
Theretail-bank
marketing-management
decision-makingprocess

Mackey,CraigB.(1981),presentsafour-

phasedapproachtoavoidingtypical
barriersinimplementinganeffective
humanresourceplanningsystem.Useof
dataorganizedtoreflectorganizational
realityorpopulationdynamics;
Organizationalreadiness;Matchingofthe
skills,experiences,aspirationsand
availabilityofindividualemployeestothe
currentandfutureneedsofthe
organization.

JournalReview:InaresearchbyWickramasinghe,K(2012),

Influenceoftotalmanagementonhuman
resourcemanagementpractices
-findings- implementationofquality
managementsystemplaysimportantrole
byalteringtheHRfunctionintermsof
performanceandcompetencedevelopment
TQMwemainlydiscussaboutteamwork
andthequalityofeverythingthatweare
doing.

Journal Review
Asurveydonetheimplementationof

themotivationforinformationsystem(IS)
outsourcingdecision.
Findings:-Implementationofatwo-tier
arrangementwhichinvolveaspinoffand
reputableproviderminimizerisksof
failure.

JOURNAL:

Wickramasinghe,V.2010.Influence of total quality management on

human resource management practices,Anexpositorystudy.Emerald
Vol29,No8:836-850

Jackson,S,F&Schuler,R,S.1990Human Resource Planning: Challenges

for Industrial /Organizational Psyhologists.AmericanPsyhologist
AssosiationVol45,No2:223-239

Hafeez,K.2013.Planning human resource requirements to meet target

customer service levels.EmeraldVol5,No2:230-252

MohdAdamSuhaimi,HusnayatiHussinandMuzzafarMustaffa.2007.
Information sytem outsourcing : Motivation and the implimentation
strategy in Malaysia Bank.EmeraldVol13,No5:644-651

Walsh,S.2004.Managing and implementing simultaneous transaction and

relationship marketing.EmeraldVol.22No.7:468-483

Evaluatin
g

DEFINITION OF EVALUATION
Theneedisnotformoremeasures,but

forsystematicandconsistentmeasures
thatwillenableorganisationstomake
informeddecisionsaboutthemeritof
humanresource.(Fitz-enz,2000)

Evaluationissocentraltowhatpeopledo,

itisperhapssurprisingthatevaluation,as
aplannedandformalactivity,appearsto
besoproblematicinanorganisational
context.(Boudreau&Ramstad,2007)

TYPE OF EVALUATION
Process

Evaluation

Thisinvolvesjudgingtheactivities(orstrategies)oftheproject.
Thisofteninvolveslookingatwhathasbeendone,whohas
beenreached,andthequalityoftheactivitiesorprojects.
Impact/Outcome

Evaluation

Thisinvolvesjudgingtheextenttowhichyourprojecthashad
aneffectonthechangesyouwereseeking.Inotherwords,the
extenttowhichyourprojecthasmetitsgoalandobjectives.
Impactevaluationjudgeshowwelltheobjectiveswereachieved
andoutcomeevaluationinvolvesjudginghowwellthegoalhas
beenachieved.
Summative

Evaluation

Thisisdoneattheendoftheprojectandinvolvesconsidering
theprojectasawhole,frombeginningto'end'.Itismeantto
summariseandinformdecisonsaboutwhethertocontinuethe
project(orpartsofit),whetheritisvaluabletoexpandinto
othersettings.

Scientific

trends of human resource

effectiveness evaluating
The Partial system method
EffectivenessofHumanresourceprocesses
Effectivenessofindividualjobperformance
Effectivenessofhuman-resource
department
Effectivenessofhumanresourcesystem

The personnel controlling

method
Personnelcostsandpersonnel
statistics
PersonnelIndexes
Humanresourcestandards
Personnelaudit
Employeequery

Theprocessof
humanresource
effectiveness
evaluation

Effectiveness
CorrectiveActions
Calculationandcomparison
Planning
IndexList

Job Evaluation IS...

Job Evaluation IS NOT...

About the job

About the person doing the job

A measure of job value

A measure of performance

Used to set internal equity

About external competitiveness

Confined to value within an How other organizations might

organization
value similar jobs
A process

A manual

Participative and consultative A small backroom committee

An art

An exact science

JOURNAL 1
JournalwrittenbyRadkaMajerova
TitleofJournal:

EvaluationofHumanResource
Effectiveness
Journalofinformation,controlandmanagementsystems,vol
6,(2008).No2

JOURNAL 2
JournalwrittenbyJohaLouw-Potgieter
TitleofJournal:

Evaluatinghumanresource
interventions
Louw-Potgieter,J.(2012).Evaluatinghumanresource
interventions.SA Journal of Human Resource
Management/SA Tydskrif vir Menslikehulpbronbestuur, 10(3),
Art. #420, 6 pages. http://dx.doi.org/10.4102/
sajhrm.v10i3.420