SlideShare une entreprise Scribd logo
1  sur  40
Télécharger pour lire hors ligne
Human Resource Management   (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
KeyPoints to develop in your own time!




              HRM Fundamentals
               Introductory concepts in Human Resource Management @ OxfordCambridge.Org all for free and
               free for all.
               The information gathered here are under KeyPoints format and may be use:
               - Either to give the reader an overview before deciding for a full scale study of the subject.
               - Or to guide readers in expanding their knowledge on the given topic.
               Some recommendations, perhaps:
               - Identify all the KeyPoints on which you feel a need to expand your knowledge.
               - Choose a good book or two and/or info from Internet.
               - And then work towards gaining that knowledge.
               Please enjoy!




Human Resource Management              (This picture: Trinity College, Cambridge)     Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Aim of publication
                To introduce the reader or learner to the
                fundamentals of Human Resource Management.




Human Resource Management   (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Learning Objectives
                After developing the KeyPoints outlined in this publication, you should mainly be able to:
                ☺describe the importance of HR to an organization
                ☺discuss the way attitudes to employment are changing
                ☺explain the recruitment process
                ☺explain how recruitment is perceived by job applicants
                ☺participate in effective recruiting
                ☺explain how organizations source suitable applicants
                ☺define external selection
                ☺outline the major pre-interview staffing techniques
                ☺…




Human Resource Management             (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Learning Objectives
                After developing the KeyPoints outlined in this publication, you should mainly be able to :
                ☺discuss the interview process
                ☺explain what makes performance appraisal worthwhile
                ☺discuss the different methods of performance appraisal
                ☺explain the relationship between total quality management and performance appraisal
                ☺appraise an employee
                ☺describe effective workplace communication
                ☺outline the benefits of employee feedback and recognition programs




Human Resource Management             (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
HRM Fundamentals - Sections list
               ☺            Defining HRM
               ☺            Recruitment
               ☺            External Selection
               ☺            Performance Appraisal Methods
               ☺            Employee Relations and Communications




Human Resource Management              (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Defining HRM




Human Resource Management       (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Defining HRM: Objectives
 ☺ After completing the KeyPoints in this
   section the reader should be able to:


         •    define human resources and human
              resource management (HRM)
         •    discuss the importance of integrated
              human resource (HR) decisions in a
              business context
         •    discuss the need for efficiency and
              equity in organizations
         •    discuss the ways in which the
              effectiveness of HR practices can be
              measured
         •    describe a diagnostic approach to
              making HRM decisions
         •    explain the changing nature of
              employment
         •    explain how changing approaches to
              employment affect the employee




Human Resource Management           (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Defining HRM: Summary
 ☺ You have examined how human resource
   management (HRM) contributes to an
   organization.
 ☺ An organization's human resources are the
   people employed to work toward achieving
   its goals. Human resource management
   (HRM) refers to the management of
   employees.
 ☺ Human resource (HR) decisions need to
   take the business context of organizations
   into account.
 ☺ To be effective, an organization needs to
   monitor the efficiency and equity of its
   practices. Efficiency concerns the
   productive placement and performance of
   employees, while equity concerns the fair
   and legally compliant treatment of
   employees.
 ☺ …




Human Resource Management      (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Defining HRM: Summary
 ☺ Undervaluing or underutilizing employees
   causes employee dissatisfaction and
   hampers an organization's chances of
   success.
 ☺ HR problems may be solved by applying a
   diagnostic approach.
 ☺ The four phases of the diagnostic approach
   are assessing conditions, setting
   objectives, choosing appropriate actions,
   and evaluating results.
 ☺ Assessing a problematic situation entails
   examining external, internal, and employee
   conditions to understand the problem
   properly.
 ☺ Setting objectives involves finding ways to
   move from problem situations to new,
   desired situations.
 ☺ …




Human Resource Management      (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Defining HRM: Summary
 ☺ A number of actions can be taken to put
   plans into effect.
 ☺ HR decisions and actions are evaluated to
   determine if they have achieved the
   required objective.
 ☺ Employment contracts used to be largely
   implicit, with high levels of job security and
   predictable earnings. This relationship is
   changing as employers begin to expect
   more from employees, and employees are
   increasingly concerned with managing their
   own careers.
 ☺ Employers are beginning to regard
   employees as providers of core
   competencies in terms of an organization's
   immediate needs, rather than as long-term,
   secure investments.
 ☺ …




Human Resource Management        (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Defining HRM: Summary
 ☺ Employees today may be required to update
   their skills according to organizational
   developments.
 ☺ Also, employees are more likely to review
   their options for career development
   across organizations, rather than remaining
   in one job and progressing through
   seniority-based career paths.




Human Resource Management      (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Recruitment




Human Resource Management       (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Recruitment: Objectives
 ☺ After completing the KeyPoints in this
   section the reader should be able to:


         •    describe the concept of recruitment
         •    outline the recruitment process
         •    outline inducements and recruitment
              styles
         •    discuss the preparation of recruiters
         •    discuss recruitment costs and
              evaluation practices
         •    describe factors that influence
              occupational choice
         •    outline information channels for job
              seekers
         •    describe search strategies adopted by
              job seekers




Human Resource Management            (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Recruitment: Summary
 ☺ You have been introduced to recruitment
   from the perspectives of both employer
   and employee.
 ☺ Recruitment is the beginning of the search
   for employees by organizations that need
   to fill positions and entails the creation of
   a suitable pool of candidates that can be
   drawn on at short notice.
 ☺ The recruitment process is a product of
   human resource (HR) planning and
   philosophy.
 ☺ Few organizations design their work, pay,
   and career paths solely to improve
   recruiting. However, some inducements -
   such as home loans or subsidies, free or
   reduced-cost services, and signing bonuses
   - focus specifically on the recruitment
   process.
 ☺ …




Human Resource Management        (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Recruitment: Summary
 ☺ The costs involved in recruitment can vary
   depending on job levels, the intensity of
   recruiting activities, and the number and
   type of recruitment sources used.
 ☺ These factors, together with the
   performance levels and retention rates of
   employees, should form evaluation criteria
   for recruitment practices.
 ☺ Individuals' occupational choices can be
   influenced by psychological, sociological,
   and economic factors.
 ☺ Job seekers can gather information
   through informal contacts, employment
   agencies, prospective employers, formal
   advertising, and Internet sources
 ☺ …




Human Resource Management       (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Recruitment: Summary
 ☺ Also, job seekers adopt different search
   strategies and can be classified as
   maximisers, satisfiers, or validators.
 ☺ The particular search strategy used by a
   job seeker may influence the quality of the
   job found.




Human Resource Management      (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
External selection




Human Resource Management        (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
External Selection: Objectives
 ☺ After going through the KeyPoints in this
   section you should be able to describe the
   external selection process:


         •    identify the main objectives of
              external selection
         •    discuss selection techniques
              (predictors) and the benefits and
              limitations of determining their
              validity
         •    describe validation and the use of
              statistical methods to determine
              validity
         •    discuss the benefits, risks, and
              validity of application forms and
              resumes
         •    …




Human Resource Management            (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
External Selection: Objectives
 ☺ After going through the KeyPoints in this
   section you should be able to describe the
   external selection process:


         •    discuss the benefits, risks, and
              validity of background and reference
              checks and life-history information
         •    discuss selection interviews and
              identify factors affecting interview
              outcomes
         •    describe interview structuring and
              explain how it affects interview
              validities




Human Resource Management            (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
External Selection: Summary
 ☺ You have been introduced to the external
   selection process and the validity
   assessment of selection techniques.
 ☺ External selection forms part of the
   staffing process and involves decisions
   about which externally recruited applicants
   to employ.
 ☺ Selection objectives are determined by
   overall organizational goals, the need for
   efficiency, and requirements concerning
   fairness (equity) in employment practices.
 ☺ Selection decisions are predictions based
   on information provided by selection
   techniques or predictors. A predictor
   relates to a specific criterion that is
   required for the performance of a specific
   job. Validity is the degree to which a
   predictor is supported by statistical
   evidence.
 ☺ …




Human Resource Management      (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
External Selection: Summary
 ☺ Validity enables employers to assess
   selection techniques and can be used as
   evidence to defend selection practices
   against legal challenges.
 ☺ However, validity in itself does not signify
   that a criterion is appropriate for a
   specific job or that assumptions about
   cause and effect are correct.
 ☺      The process of determining the validity of
       a predictor is called validation. You can plot
       the degree of correlation between
       predictor and criterion scores on a
       scatterplot graph or express it numerically
       in the form of a validity coefficient.




Human Resource Management           (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
External Selection: Summary
 ☺ It is not always practical to interview all
   the applicants for a job. Pre-interview
   selection techniques help identify
   candidates to be invited for interviews or
   to participate in further selection
   procedures. Application forms and resumes
   contain particulars supplied by the
   applicants and have low validities, whereas
   weighted application blanks have greater
   validity.
 ☺ Background checks are often essential as a
   legal precaution. References generally
   provide only positive information about
   applicants. Life-history techniques have low
   validities, except for biographical
   inventories and accomplishment records.
   Employers need to avoid asking
   inappropriate questions irrespective of the
   selection techniques involved.
 ☺ …




Human Resource Management      (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
External Selection: Summary
 ☺ Interviews of candidates for selection
   proceed through similar phases, but each
   interview is nevertheless unique.
   Interviewers need to be aware of factors
   that can affect interview outcomes
   unfairly. These may include interviewer
   stereotypes of certain groups and
   impression management tactics used by
   applicants.
 ☺ Employers attach great importance to the
   interview, but as a selection technique it
   generally has a low validity. Effectiveness
   can be improved significantly by interview
   structuring - that is, by specifying identical
   questions, processes and evaluation
   methods for all candidates. Examples of
   structured interviews are behavior
   description interviews, situational
   interviews, and comprehensive structured
   interviews.




Human Resource Management        (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Performance Appraisal Methods




Human Resource Management       (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Performance Appraisal Methods: Objectives
 ☺ After completing this unit you should be
   able to:


         •    describe how performance appraisal
              methods are selected
         •    describe and discuss performance
              appraisal methods
         •    describe management by objectives
              (MBO)
         •    define total quality management
              (TQM)
         •    describe the characteristics of TQM
              organizations and how this relates to
              using an appraisal system
         •    describe how an appraisal system may
              be designed for a TQM organization
         •    …




Human Resource Management           (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Performance Appraisal Methods: Objectives
 ☺ After completing this unit you should be
   able to:


         •    identify and discuss appraisal methods
              that are consistent with TQM
         •    describe the appraisal interview and
              how it may be structured
         •    describe types of appraisal interviews
         •    outline guidelines for conducting
              effective appraisal interviews
         •    describe how employee performance
              may be improved




Human Resource Management            (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Performance Appraisal Methods: Summary
 ☺ You have been introduced to performance
   appraisal methods.
 ☺ HR managers often make cost-benefit
   decisions when selecting a performance
   appraisal method.
 ☺ The way in which an appraisal method is
   used may have more impact on its
   effectiveness than the actual method
   selected.
 ☺ Appraisal methods may be broadly
   classified as measuring traits, behaviors, or
   results.
 ☺ These appraisal methods have varying
   degrees of usefulness for either
   administrative or developmental purposes
   and are prone to various levels of error and
   subjectivity.
 ☺ …




Human Resource Management       (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Performance Appraisal Methods: Summary
 ☺ Results appraisals are more objective than
   other methods and align the goals of both
   employees and organizations.
 ☺ Management by objectives (MBO) is a
   management philosophy that attempts to
   overcome the disadvantages of results
   appraisals.
 ☺ In MBO, employees are evaluated on goals
   that they set for themselves in
   consultation with managers.
 ☺ This process is intended to increase
   motivation and focus employee attention on
   organizationally relevant outcomes.
 ☺ Total quality management (TQM) is a
   management philosophy that strives for
   continuous improvement by setting
   objectives based on customer
   requirements.
 ☺ …




Human Resource Management      (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Performance Appraisal Methods: Summary
 ☺ TQM organizations display particular
   characteristics that cause traditional
   appraisal methods to be ineffective or
   inappropriate.
 ☺ Appraisal systems consistent with TQM
   need to be designed using employee and
   customer participation.
 ☺ An appraisal system objectives should
   relate directly to organizational goals.
 ☺ Appraisal methods that are consistent with
   TQM include team appraisal, customer
   appraisal and team-based performance
   review sessions.
 ☺ In an appraisal interview, employees and
   managers discuss the results of
   performance appraisals and identify areas
   for improvement.
 ☺ …




Human Resource Management       (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Performance Appraisal Methods: Summary
 ☺ It may be beneficial to interviewers and
   employees if the interview is divided into
   two sessions - one to deal with the
   performance appraisal and one to discuss
   employee's plans and suggestions.
 ☺ There are three types of appraisal
   interviews: "tell-and-sell" interviews, "tell-
   and-listen" interviews, and "problem-
   solving" interviews.
 ☺ Appraisal interviews will be more effective
   if conducted according to specific
   guidelines.
 ☺ These guidelines focus on maximizing
   employees' participation in discussions and
   gaining a better mutual understanding of
   the causes of any performance problems
   and the best solutions.




Human Resource Management        (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Employee Relations and Communications




Human Resource Management       (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Employee Relations and Communications: Objectives
 ☺ After completing all the KeyPoints in this
   section you should be able to:
         •    describe the role of communication in
              healthy employee relations
         •    outline communication processes in the
              workplace
         •    describe the function of written,
              audiovisual, and electronic
              communications in organizations
         •    describe the function of meetings in
              facilitating communication between
              employees and managers
         •    identify the most appropriate method
              of communicating different kinds of
              workplace information
         •    describe employee feedback programs
              and the function of attitude surveys
         •    …




Human Resource Management           (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Employee Relations and Communications: Objectives
 ☺ After completing all the KeyPoints in this
   section you should be able to:
         •    describe the function of appeals
              procedures
         •    describe the function of employee
              assistance programs
         •    describe the function of employee
              recognition programs




Human Resource Management           (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Employee Relations and Communications: Summary
 ☺ You have been introduced to employee
   relations and communications.
 ☺ Effective communication between
   employees and managers is necessary if
   organizations are to maintain healthy
   employee relations.
 ☺ Employee relations representatives can act
   as mediators when a problem arises and
   help keep the communication channels
   between management and employees open.
 ☺ A typical communication involves a sender,
   a receiver, and a message. The message is
   encoded in a suitable communication
   channel and then decoded by the recipient,
   although it may be distorted in the
   process.
 ☺ …




Human Resource Management     (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Employee Relations and Communications: Summary
 ☺ Communications that move up and down the
   organizational hierarchy are becoming
   increasingly important as a country moves
   from an industrial to an information-based
   economy.
 ☺ Employee handbooks, memos, financial
   statements, newsletters and bulletins may
   constitute appropriate written
   communication channels in an organization.
 ☺ Audiovisual and electronic communications
   provide various ways of sharing information
   in and between organizations.
 ☺ Face-to-face meetings between employees
   and managers may be formal or informal.
   They can be used to promote dialogue,
   develop personal relationships, and
   encourage creative ideas.
 ☺ …




Human Resource Management      (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Employee Relations and Communications: Summary
 ☺ Employee feedback programs are designed
   to improve employee relations by promoting
   upward communication, allowing employees
   to participate in policy formulation, and
   ensuring that they receive due process in
   response to complaints lodged against
   managers.
 ☺ Employment attitude surveys may ascertain
   how employees feel about their work,
   supervisors, remuneration, and career
   aspirations.
 ☺ Appeals procedures provide employees with
   the means to respond and challenge
   management practices and decisions.
 ☺ Appeals procedures provide employees with
   the means to respond and challenge
   management practices and decisions.
 ☺ …




Human Resource Management     (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Employee Relations and Communications: Summary
 ☺ Appeals procedures provide employees with
   the means to respond and challenge
   management practices and decisions.
 ☺ Employee assistance programs provide
   confidential support to employees whose
   performance is suffering as a result of
   personal problems.
 ☺ Employee recognition programs are a means
   of encouraging and rewarding employees'
   work improvement ideas.




Human Resource Management     (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Human Resource Management   (This picture: Trinity College, Cambridge)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org
Information
                                                                                           Gathering
                                                                                           Links




Human Resource Management   (This picture: hills West of Oxford)   Contact Email   Design Copyright 1994-2013 © OxfordCambridge.Org

Contenu connexe

Tendances

The Impact of Strategic Human Resources Management on the Performance of Firm...
The Impact of Strategic Human Resources Management on the Performance of Firm...The Impact of Strategic Human Resources Management on the Performance of Firm...
The Impact of Strategic Human Resources Management on the Performance of Firm...aliyudhi_h
 
2. strategic hrm concept
2. strategic hrm concept2. strategic hrm concept
2. strategic hrm conceptarpitpal23
 
Hard vs soft HRM
Hard vs soft HRM Hard vs soft HRM
Hard vs soft HRM Heidi Shin
 
The impact of strategic human resource management on achievement of organi...
The impact of strategic human resource management on  achievement  of  organi...The impact of strategic human resource management on  achievement  of  organi...
The impact of strategic human resource management on achievement of organi...IAEME Publication
 
343 shrm notes (1)
343 shrm notes (1)343 shrm notes (1)
343 shrm notes (1)mesi121224
 
Human Resources (HRM, Soft and Hard HRM)
Human Resources (HRM, Soft and Hard HRM)Human Resources (HRM, Soft and Hard HRM)
Human Resources (HRM, Soft and Hard HRM)Project Student
 
Best Practices in Human Resource
Best Practices in Human ResourceBest Practices in Human Resource
Best Practices in Human ResourcePratik Patel
 
Line and staff, responsibility of hrm lecture_ 02 class
Line and staff, responsibility of hrm lecture_ 02 classLine and staff, responsibility of hrm lecture_ 02 class
Line and staff, responsibility of hrm lecture_ 02 classabir hossain
 
competency management, be happy!
competency management, be happy!competency management, be happy!
competency management, be happy!Laurence Vanhée
 
9781843982654 sc
9781843982654 sc9781843982654 sc
9781843982654 scRichard Lim
 
1109 Recruiting EPG- Final
1109 Recruiting EPG- Final1109 Recruiting EPG- Final
1109 Recruiting EPG- FinalTam Nguyen
 
managing human resources
managing human resourcesmanaging human resources
managing human resourcesnatashasafika
 
Presentation On Human Resource Management
Presentation On Human Resource ManagementPresentation On Human Resource Management
Presentation On Human Resource Managementanshuvaish01
 

Tendances (20)

Hrm models
Hrm modelsHrm models
Hrm models
 
The Impact of Strategic Human Resources Management on the Performance of Firm...
The Impact of Strategic Human Resources Management on the Performance of Firm...The Impact of Strategic Human Resources Management on the Performance of Firm...
The Impact of Strategic Human Resources Management on the Performance of Firm...
 
2. strategic hrm concept
2. strategic hrm concept2. strategic hrm concept
2. strategic hrm concept
 
Strategic Human Resource Management
Strategic Human Resource ManagementStrategic Human Resource Management
Strategic Human Resource Management
 
Hard vs soft HRM
Hard vs soft HRM Hard vs soft HRM
Hard vs soft HRM
 
The impact of strategic human resource management on achievement of organi...
The impact of strategic human resource management on  achievement  of  organi...The impact of strategic human resource management on  achievement  of  organi...
The impact of strategic human resource management on achievement of organi...
 
343 shrm notes (1)
343 shrm notes (1)343 shrm notes (1)
343 shrm notes (1)
 
Human Resources (HRM, Soft and Hard HRM)
Human Resources (HRM, Soft and Hard HRM)Human Resources (HRM, Soft and Hard HRM)
Human Resources (HRM, Soft and Hard HRM)
 
Shrm
ShrmShrm
Shrm
 
Best Practices in Human Resource
Best Practices in Human ResourceBest Practices in Human Resource
Best Practices in Human Resource
 
Basics in HR Management
Basics in HR ManagementBasics in HR Management
Basics in HR Management
 
Line and staff, responsibility of hrm lecture_ 02 class
Line and staff, responsibility of hrm lecture_ 02 classLine and staff, responsibility of hrm lecture_ 02 class
Line and staff, responsibility of hrm lecture_ 02 class
 
competency management, be happy!
competency management, be happy!competency management, be happy!
competency management, be happy!
 
9781843982654 sc
9781843982654 sc9781843982654 sc
9781843982654 sc
 
1109 Recruiting EPG- Final
1109 Recruiting EPG- Final1109 Recruiting EPG- Final
1109 Recruiting EPG- Final
 
Human resource management assignment
Human resource management assignmentHuman resource management assignment
Human resource management assignment
 
managing human resources
managing human resourcesmanaging human resources
managing human resources
 
SHRM
SHRMSHRM
SHRM
 
Strategic HRM
Strategic HRMStrategic HRM
Strategic HRM
 
Presentation On Human Resource Management
Presentation On Human Resource ManagementPresentation On Human Resource Management
Presentation On Human Resource Management
 

En vedette (8)

Foe.29.2013
Foe.29.2013Foe.29.2013
Foe.29.2013
 
Landscape
LandscapeLandscape
Landscape
 
Paying attention
Paying attentionPaying attention
Paying attention
 
Management Fundamentals
Management FundamentalsManagement Fundamentals
Management Fundamentals
 
IE GXMBA Presentation
IE GXMBA Presentation IE GXMBA Presentation
IE GXMBA Presentation
 
The 12 principals of great advertisng
The 12 principals of great advertisngThe 12 principals of great advertisng
The 12 principals of great advertisng
 
Presentacion ud5 luis_bello
Presentacion ud5 luis_belloPresentacion ud5 luis_bello
Presentacion ud5 luis_bello
 
Brand value
Brand valueBrand value
Brand value
 

Similaire à Human Resource Management Fundamentals

Human Resource Management Fundamentals
Human Resource Management FundamentalsHuman Resource Management Fundamentals
Human Resource Management FundamentalsMarius FAILLOT DEVARRE
 
Advanced Administrative Skills for professionals v007
Advanced Administrative Skills for professionals v007Advanced Administrative Skills for professionals v007
Advanced Administrative Skills for professionals v007Marius FAILLOT DEVARRE
 
Advanced Skills for Professionals (Administrative)
Advanced Skills for Professionals (Administrative)Advanced Skills for Professionals (Administrative)
Advanced Skills for Professionals (Administrative)Marius FAILLOT DEVARRE
 
Jasbir kaur hr in focus
Jasbir kaur hr in focusJasbir kaur hr in focus
Jasbir kaur hr in focusRobin Nanda
 
Jasbir kaur hr in focus
Jasbir kaur hr in focusJasbir kaur hr in focus
Jasbir kaur hr in focusRobin Nanda
 
Advanced Skills for Professionals (administrative)
Advanced Skills for Professionals (administrative)Advanced Skills for Professionals (administrative)
Advanced Skills for Professionals (administrative)OxfordCambridge
 
People Side of Information Systems
People Side of Information SystemsPeople Side of Information Systems
People Side of Information SystemsCharles Cotter, PhD
 
Customer Relationship Management Overview
Customer Relationship Management OverviewCustomer Relationship Management Overview
Customer Relationship Management OverviewMarius FAILLOT DEVARRE
 
Taking control of your time (working more effectively) beta version
Taking control of your time (working more effectively) beta versionTaking control of your time (working more effectively) beta version
Taking control of your time (working more effectively) beta versionMarius FAILLOT DEVARRE
 
Advanced Skills for Professionals (Administrative)
Advanced Skills for Professionals (Administrative)Advanced Skills for Professionals (Administrative)
Advanced Skills for Professionals (Administrative)Marius FAILLOT DEVARRE
 
Building a career in human resources management
Building a career in human resources managementBuilding a career in human resources management
Building a career in human resources managementjasonw93
 
2 HRM in Operations Management.pptx
2 HRM in Operations Management.pptx2 HRM in Operations Management.pptx
2 HRM in Operations Management.pptxjo bitonio
 
Chapter 1 challenges of human resource management
Chapter 1 challenges of human resource managementChapter 1 challenges of human resource management
Chapter 1 challenges of human resource managementAhmed Muse Ismail
 

Similaire à Human Resource Management Fundamentals (20)

Human Resource Management Fundamentals
Human Resource Management FundamentalsHuman Resource Management Fundamentals
Human Resource Management Fundamentals
 
HR management lecture
HR management lectureHR management lecture
HR management lecture
 
Advanced Administrative Skills for professionals v007
Advanced Administrative Skills for professionals v007Advanced Administrative Skills for professionals v007
Advanced Administrative Skills for professionals v007
 
Advanced Skills for Professionals (Administrative)
Advanced Skills for Professionals (Administrative)Advanced Skills for Professionals (Administrative)
Advanced Skills for Professionals (Administrative)
 
Hrm
HrmHrm
Hrm
 
Jasbir kaur hr in focus
Jasbir kaur hr in focusJasbir kaur hr in focus
Jasbir kaur hr in focus
 
Jasbir kaur hr in focus
Jasbir kaur hr in focusJasbir kaur hr in focus
Jasbir kaur hr in focus
 
Advanced Skills for Professionals (administrative)
Advanced Skills for Professionals (administrative)Advanced Skills for Professionals (administrative)
Advanced Skills for Professionals (administrative)
 
People Side of Information Systems
People Side of Information SystemsPeople Side of Information Systems
People Side of Information Systems
 
Strategic HRM
Strategic HRMStrategic HRM
Strategic HRM
 
Management Fundamentals
Management FundamentalsManagement Fundamentals
Management Fundamentals
 
Case study mc donalds corporation
Case study mc donalds corporationCase study mc donalds corporation
Case study mc donalds corporation
 
Customer Relationship Management Overview
Customer Relationship Management OverviewCustomer Relationship Management Overview
Customer Relationship Management Overview
 
Taking control of your time (working more effectively) beta version
Taking control of your time (working more effectively) beta versionTaking control of your time (working more effectively) beta version
Taking control of your time (working more effectively) beta version
 
Njongo dhrm1 m13 ppt1
Njongo dhrm1 m13 ppt1Njongo dhrm1 m13 ppt1
Njongo dhrm1 m13 ppt1
 
Advanced Skills for Professionals (Administrative)
Advanced Skills for Professionals (Administrative)Advanced Skills for Professionals (Administrative)
Advanced Skills for Professionals (Administrative)
 
Building a career in human resources management
Building a career in human resources managementBuilding a career in human resources management
Building a career in human resources management
 
Strategic Management Overview
Strategic Management OverviewStrategic Management Overview
Strategic Management Overview
 
2 HRM in Operations Management.pptx
2 HRM in Operations Management.pptx2 HRM in Operations Management.pptx
2 HRM in Operations Management.pptx
 
Chapter 1 challenges of human resource management
Chapter 1 challenges of human resource managementChapter 1 challenges of human resource management
Chapter 1 challenges of human resource management
 

Plus de Marius FAILLOT DEVARRE

Aligning IT and Business Strategies - Study Notes
Aligning IT and Business Strategies - Study NotesAligning IT and Business Strategies - Study Notes
Aligning IT and Business Strategies - Study NotesMarius FAILLOT DEVARRE
 
Agile Project Management Principles and Methodologies - Study Notes
Agile Project Management Principles and Methodologies - Study NotesAgile Project Management Principles and Methodologies - Study Notes
Agile Project Management Principles and Methodologies - Study NotesMarius FAILLOT DEVARRE
 
Defining Cryptography (Cryptography fundamentals 1/2)
Defining Cryptography (Cryptography fundamentals 1/2)Defining Cryptography (Cryptography fundamentals 1/2)
Defining Cryptography (Cryptography fundamentals 1/2)Marius FAILLOT DEVARRE
 
Information Security Governance: Concepts, Security Management & Metrics
Information Security Governance: Concepts, Security Management & MetricsInformation Security Governance: Concepts, Security Management & Metrics
Information Security Governance: Concepts, Security Management & MetricsMarius FAILLOT DEVARRE
 
Information Security Governance: Concepts, Security Management & Metrics
Information Security Governance: Concepts, Security Management & MetricsInformation Security Governance: Concepts, Security Management & Metrics
Information Security Governance: Concepts, Security Management & MetricsMarius FAILLOT DEVARRE
 
Virtualization - An Introduction (Study Notes)
Virtualization - An Introduction (Study Notes)Virtualization - An Introduction (Study Notes)
Virtualization - An Introduction (Study Notes)Marius FAILLOT DEVARRE
 
Standard Business Etiquette - Study Notes
Standard Business Etiquette - Study NotesStandard Business Etiquette - Study Notes
Standard Business Etiquette - Study NotesMarius FAILLOT DEVARRE
 
Computer Networks Foundation - Study Notes
Computer Networks Foundation - Study NotesComputer Networks Foundation - Study Notes
Computer Networks Foundation - Study NotesMarius FAILLOT DEVARRE
 
SIP (Session Initiation Protocol) - Study Notes
SIP (Session Initiation Protocol) - Study NotesSIP (Session Initiation Protocol) - Study Notes
SIP (Session Initiation Protocol) - Study NotesMarius FAILLOT DEVARRE
 
Building a Simple Network - Study Notes
Building a Simple Network - Study NotesBuilding a Simple Network - Study Notes
Building a Simple Network - Study NotesMarius FAILLOT DEVARRE
 
Win Over Stress in Work & Life - Study Notes
Win Over Stress in Work & Life - Study NotesWin Over Stress in Work & Life - Study Notes
Win Over Stress in Work & Life - Study NotesMarius FAILLOT DEVARRE
 
Overcoming Negativity in Workplace-Study Notes
Overcoming Negativity in Workplace-Study NotesOvercoming Negativity in Workplace-Study Notes
Overcoming Negativity in Workplace-Study NotesMarius FAILLOT DEVARRE
 

Plus de Marius FAILLOT DEVARRE (20)

Aligning IT and Business Strategies - Study Notes
Aligning IT and Business Strategies - Study NotesAligning IT and Business Strategies - Study Notes
Aligning IT and Business Strategies - Study Notes
 
Agile Project Management Principles and Methodologies - Study Notes
Agile Project Management Principles and Methodologies - Study NotesAgile Project Management Principles and Methodologies - Study Notes
Agile Project Management Principles and Methodologies - Study Notes
 
Defining Cryptography (Cryptography fundamentals 1/2)
Defining Cryptography (Cryptography fundamentals 1/2)Defining Cryptography (Cryptography fundamentals 1/2)
Defining Cryptography (Cryptography fundamentals 1/2)
 
Information Security Governance #2A
Information Security Governance #2A Information Security Governance #2A
Information Security Governance #2A
 
Information Security Governance: Concepts, Security Management & Metrics
Information Security Governance: Concepts, Security Management & MetricsInformation Security Governance: Concepts, Security Management & Metrics
Information Security Governance: Concepts, Security Management & Metrics
 
Information Security Governance: Concepts, Security Management & Metrics
Information Security Governance: Concepts, Security Management & MetricsInformation Security Governance: Concepts, Security Management & Metrics
Information Security Governance: Concepts, Security Management & Metrics
 
Virtualization - An Introduction (Study Notes)
Virtualization - An Introduction (Study Notes)Virtualization - An Introduction (Study Notes)
Virtualization - An Introduction (Study Notes)
 
Standard Business Etiquette - Study Notes
Standard Business Etiquette - Study NotesStandard Business Etiquette - Study Notes
Standard Business Etiquette - Study Notes
 
IT Project Management - Study Notes
IT Project Management - Study NotesIT Project Management - Study Notes
IT Project Management - Study Notes
 
Computer Networks Foundation - Study Notes
Computer Networks Foundation - Study NotesComputer Networks Foundation - Study Notes
Computer Networks Foundation - Study Notes
 
Computer Networks Foundation
Computer Networks FoundationComputer Networks Foundation
Computer Networks Foundation
 
SIP (Session Initiation Protocol) - Study Notes
SIP (Session Initiation Protocol) - Study NotesSIP (Session Initiation Protocol) - Study Notes
SIP (Session Initiation Protocol) - Study Notes
 
Building a Simple Network - Study Notes
Building a Simple Network - Study NotesBuilding a Simple Network - Study Notes
Building a Simple Network - Study Notes
 
IP Mobility Concepts - Study Notes
IP Mobility Concepts - Study NotesIP Mobility Concepts - Study Notes
IP Mobility Concepts - Study Notes
 
Win Over Stress in Work & Life - Study Notes
Win Over Stress in Work & Life - Study NotesWin Over Stress in Work & Life - Study Notes
Win Over Stress in Work & Life - Study Notes
 
Win Over Stress: in Work & Life
Win Over Stress: in Work & LifeWin Over Stress: in Work & Life
Win Over Stress: in Work & Life
 
Reaching a Balanced Life
Reaching a Balanced LifeReaching a Balanced Life
Reaching a Balanced Life
 
Project Management Fundamentals
Project Management FundamentalsProject Management Fundamentals
Project Management Fundamentals
 
Overcoming Negativity in Workplace-Study Notes
Overcoming Negativity in Workplace-Study NotesOvercoming Negativity in Workplace-Study Notes
Overcoming Negativity in Workplace-Study Notes
 
Overcoming Negativity in Workplace
Overcoming Negativity in WorkplaceOvercoming Negativity in Workplace
Overcoming Negativity in Workplace
 

Dernier

UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 

Dernier (20)

UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 

Human Resource Management Fundamentals

  • 1. Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 2. KeyPoints to develop in your own time! HRM Fundamentals Introductory concepts in Human Resource Management @ OxfordCambridge.Org all for free and free for all. The information gathered here are under KeyPoints format and may be use: - Either to give the reader an overview before deciding for a full scale study of the subject. - Or to guide readers in expanding their knowledge on the given topic. Some recommendations, perhaps: - Identify all the KeyPoints on which you feel a need to expand your knowledge. - Choose a good book or two and/or info from Internet. - And then work towards gaining that knowledge. Please enjoy! Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 3. Aim of publication To introduce the reader or learner to the fundamentals of Human Resource Management. Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 4. Learning Objectives After developing the KeyPoints outlined in this publication, you should mainly be able to: ☺describe the importance of HR to an organization ☺discuss the way attitudes to employment are changing ☺explain the recruitment process ☺explain how recruitment is perceived by job applicants ☺participate in effective recruiting ☺explain how organizations source suitable applicants ☺define external selection ☺outline the major pre-interview staffing techniques ☺… Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 5. Learning Objectives After developing the KeyPoints outlined in this publication, you should mainly be able to : ☺discuss the interview process ☺explain what makes performance appraisal worthwhile ☺discuss the different methods of performance appraisal ☺explain the relationship between total quality management and performance appraisal ☺appraise an employee ☺describe effective workplace communication ☺outline the benefits of employee feedback and recognition programs Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 6. HRM Fundamentals - Sections list ☺ Defining HRM ☺ Recruitment ☺ External Selection ☺ Performance Appraisal Methods ☺ Employee Relations and Communications Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 7. Defining HRM Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 8. Defining HRM: Objectives ☺ After completing the KeyPoints in this section the reader should be able to: • define human resources and human resource management (HRM) • discuss the importance of integrated human resource (HR) decisions in a business context • discuss the need for efficiency and equity in organizations • discuss the ways in which the effectiveness of HR practices can be measured • describe a diagnostic approach to making HRM decisions • explain the changing nature of employment • explain how changing approaches to employment affect the employee Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 9. Defining HRM: Summary ☺ You have examined how human resource management (HRM) contributes to an organization. ☺ An organization's human resources are the people employed to work toward achieving its goals. Human resource management (HRM) refers to the management of employees. ☺ Human resource (HR) decisions need to take the business context of organizations into account. ☺ To be effective, an organization needs to monitor the efficiency and equity of its practices. Efficiency concerns the productive placement and performance of employees, while equity concerns the fair and legally compliant treatment of employees. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 10. Defining HRM: Summary ☺ Undervaluing or underutilizing employees causes employee dissatisfaction and hampers an organization's chances of success. ☺ HR problems may be solved by applying a diagnostic approach. ☺ The four phases of the diagnostic approach are assessing conditions, setting objectives, choosing appropriate actions, and evaluating results. ☺ Assessing a problematic situation entails examining external, internal, and employee conditions to understand the problem properly. ☺ Setting objectives involves finding ways to move from problem situations to new, desired situations. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 11. Defining HRM: Summary ☺ A number of actions can be taken to put plans into effect. ☺ HR decisions and actions are evaluated to determine if they have achieved the required objective. ☺ Employment contracts used to be largely implicit, with high levels of job security and predictable earnings. This relationship is changing as employers begin to expect more from employees, and employees are increasingly concerned with managing their own careers. ☺ Employers are beginning to regard employees as providers of core competencies in terms of an organization's immediate needs, rather than as long-term, secure investments. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 12. Defining HRM: Summary ☺ Employees today may be required to update their skills according to organizational developments. ☺ Also, employees are more likely to review their options for career development across organizations, rather than remaining in one job and progressing through seniority-based career paths. Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 13. Recruitment Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 14. Recruitment: Objectives ☺ After completing the KeyPoints in this section the reader should be able to: • describe the concept of recruitment • outline the recruitment process • outline inducements and recruitment styles • discuss the preparation of recruiters • discuss recruitment costs and evaluation practices • describe factors that influence occupational choice • outline information channels for job seekers • describe search strategies adopted by job seekers Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 15. Recruitment: Summary ☺ You have been introduced to recruitment from the perspectives of both employer and employee. ☺ Recruitment is the beginning of the search for employees by organizations that need to fill positions and entails the creation of a suitable pool of candidates that can be drawn on at short notice. ☺ The recruitment process is a product of human resource (HR) planning and philosophy. ☺ Few organizations design their work, pay, and career paths solely to improve recruiting. However, some inducements - such as home loans or subsidies, free or reduced-cost services, and signing bonuses - focus specifically on the recruitment process. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 16. Recruitment: Summary ☺ The costs involved in recruitment can vary depending on job levels, the intensity of recruiting activities, and the number and type of recruitment sources used. ☺ These factors, together with the performance levels and retention rates of employees, should form evaluation criteria for recruitment practices. ☺ Individuals' occupational choices can be influenced by psychological, sociological, and economic factors. ☺ Job seekers can gather information through informal contacts, employment agencies, prospective employers, formal advertising, and Internet sources ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 17. Recruitment: Summary ☺ Also, job seekers adopt different search strategies and can be classified as maximisers, satisfiers, or validators. ☺ The particular search strategy used by a job seeker may influence the quality of the job found. Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 18. External selection Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 19. External Selection: Objectives ☺ After going through the KeyPoints in this section you should be able to describe the external selection process: • identify the main objectives of external selection • discuss selection techniques (predictors) and the benefits and limitations of determining their validity • describe validation and the use of statistical methods to determine validity • discuss the benefits, risks, and validity of application forms and resumes • … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 20. External Selection: Objectives ☺ After going through the KeyPoints in this section you should be able to describe the external selection process: • discuss the benefits, risks, and validity of background and reference checks and life-history information • discuss selection interviews and identify factors affecting interview outcomes • describe interview structuring and explain how it affects interview validities Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 21. External Selection: Summary ☺ You have been introduced to the external selection process and the validity assessment of selection techniques. ☺ External selection forms part of the staffing process and involves decisions about which externally recruited applicants to employ. ☺ Selection objectives are determined by overall organizational goals, the need for efficiency, and requirements concerning fairness (equity) in employment practices. ☺ Selection decisions are predictions based on information provided by selection techniques or predictors. A predictor relates to a specific criterion that is required for the performance of a specific job. Validity is the degree to which a predictor is supported by statistical evidence. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 22. External Selection: Summary ☺ Validity enables employers to assess selection techniques and can be used as evidence to defend selection practices against legal challenges. ☺ However, validity in itself does not signify that a criterion is appropriate for a specific job or that assumptions about cause and effect are correct. ☺ The process of determining the validity of a predictor is called validation. You can plot the degree of correlation between predictor and criterion scores on a scatterplot graph or express it numerically in the form of a validity coefficient. Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 23. External Selection: Summary ☺ It is not always practical to interview all the applicants for a job. Pre-interview selection techniques help identify candidates to be invited for interviews or to participate in further selection procedures. Application forms and resumes contain particulars supplied by the applicants and have low validities, whereas weighted application blanks have greater validity. ☺ Background checks are often essential as a legal precaution. References generally provide only positive information about applicants. Life-history techniques have low validities, except for biographical inventories and accomplishment records. Employers need to avoid asking inappropriate questions irrespective of the selection techniques involved. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 24. External Selection: Summary ☺ Interviews of candidates for selection proceed through similar phases, but each interview is nevertheless unique. Interviewers need to be aware of factors that can affect interview outcomes unfairly. These may include interviewer stereotypes of certain groups and impression management tactics used by applicants. ☺ Employers attach great importance to the interview, but as a selection technique it generally has a low validity. Effectiveness can be improved significantly by interview structuring - that is, by specifying identical questions, processes and evaluation methods for all candidates. Examples of structured interviews are behavior description interviews, situational interviews, and comprehensive structured interviews. Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 25. Performance Appraisal Methods Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 26. Performance Appraisal Methods: Objectives ☺ After completing this unit you should be able to: • describe how performance appraisal methods are selected • describe and discuss performance appraisal methods • describe management by objectives (MBO) • define total quality management (TQM) • describe the characteristics of TQM organizations and how this relates to using an appraisal system • describe how an appraisal system may be designed for a TQM organization • … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 27. Performance Appraisal Methods: Objectives ☺ After completing this unit you should be able to: • identify and discuss appraisal methods that are consistent with TQM • describe the appraisal interview and how it may be structured • describe types of appraisal interviews • outline guidelines for conducting effective appraisal interviews • describe how employee performance may be improved Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 28. Performance Appraisal Methods: Summary ☺ You have been introduced to performance appraisal methods. ☺ HR managers often make cost-benefit decisions when selecting a performance appraisal method. ☺ The way in which an appraisal method is used may have more impact on its effectiveness than the actual method selected. ☺ Appraisal methods may be broadly classified as measuring traits, behaviors, or results. ☺ These appraisal methods have varying degrees of usefulness for either administrative or developmental purposes and are prone to various levels of error and subjectivity. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 29. Performance Appraisal Methods: Summary ☺ Results appraisals are more objective than other methods and align the goals of both employees and organizations. ☺ Management by objectives (MBO) is a management philosophy that attempts to overcome the disadvantages of results appraisals. ☺ In MBO, employees are evaluated on goals that they set for themselves in consultation with managers. ☺ This process is intended to increase motivation and focus employee attention on organizationally relevant outcomes. ☺ Total quality management (TQM) is a management philosophy that strives for continuous improvement by setting objectives based on customer requirements. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 30. Performance Appraisal Methods: Summary ☺ TQM organizations display particular characteristics that cause traditional appraisal methods to be ineffective or inappropriate. ☺ Appraisal systems consistent with TQM need to be designed using employee and customer participation. ☺ An appraisal system objectives should relate directly to organizational goals. ☺ Appraisal methods that are consistent with TQM include team appraisal, customer appraisal and team-based performance review sessions. ☺ In an appraisal interview, employees and managers discuss the results of performance appraisals and identify areas for improvement. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 31. Performance Appraisal Methods: Summary ☺ It may be beneficial to interviewers and employees if the interview is divided into two sessions - one to deal with the performance appraisal and one to discuss employee's plans and suggestions. ☺ There are three types of appraisal interviews: "tell-and-sell" interviews, "tell- and-listen" interviews, and "problem- solving" interviews. ☺ Appraisal interviews will be more effective if conducted according to specific guidelines. ☺ These guidelines focus on maximizing employees' participation in discussions and gaining a better mutual understanding of the causes of any performance problems and the best solutions. Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 32. Employee Relations and Communications Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 33. Employee Relations and Communications: Objectives ☺ After completing all the KeyPoints in this section you should be able to: • describe the role of communication in healthy employee relations • outline communication processes in the workplace • describe the function of written, audiovisual, and electronic communications in organizations • describe the function of meetings in facilitating communication between employees and managers • identify the most appropriate method of communicating different kinds of workplace information • describe employee feedback programs and the function of attitude surveys • … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 34. Employee Relations and Communications: Objectives ☺ After completing all the KeyPoints in this section you should be able to: • describe the function of appeals procedures • describe the function of employee assistance programs • describe the function of employee recognition programs Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 35. Employee Relations and Communications: Summary ☺ You have been introduced to employee relations and communications. ☺ Effective communication between employees and managers is necessary if organizations are to maintain healthy employee relations. ☺ Employee relations representatives can act as mediators when a problem arises and help keep the communication channels between management and employees open. ☺ A typical communication involves a sender, a receiver, and a message. The message is encoded in a suitable communication channel and then decoded by the recipient, although it may be distorted in the process. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 36. Employee Relations and Communications: Summary ☺ Communications that move up and down the organizational hierarchy are becoming increasingly important as a country moves from an industrial to an information-based economy. ☺ Employee handbooks, memos, financial statements, newsletters and bulletins may constitute appropriate written communication channels in an organization. ☺ Audiovisual and electronic communications provide various ways of sharing information in and between organizations. ☺ Face-to-face meetings between employees and managers may be formal or informal. They can be used to promote dialogue, develop personal relationships, and encourage creative ideas. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 37. Employee Relations and Communications: Summary ☺ Employee feedback programs are designed to improve employee relations by promoting upward communication, allowing employees to participate in policy formulation, and ensuring that they receive due process in response to complaints lodged against managers. ☺ Employment attitude surveys may ascertain how employees feel about their work, supervisors, remuneration, and career aspirations. ☺ Appeals procedures provide employees with the means to respond and challenge management practices and decisions. ☺ Appeals procedures provide employees with the means to respond and challenge management practices and decisions. ☺ … Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 38. Employee Relations and Communications: Summary ☺ Appeals procedures provide employees with the means to respond and challenge management practices and decisions. ☺ Employee assistance programs provide confidential support to employees whose performance is suffering as a result of personal problems. ☺ Employee recognition programs are a means of encouraging and rewarding employees' work improvement ideas. Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 39. Human Resource Management (This picture: Trinity College, Cambridge) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org
  • 40. Information Gathering Links Human Resource Management (This picture: hills West of Oxford) Contact Email Design Copyright 1994-2013 © OxfordCambridge.Org

Notes de l'éditeur

  1. 01/17/13 OxfordCambridge.Org.
  2. OxfordCambridge.Org
  3. OxfordCambridge.Org.
  4. OxfordCambridge.Org.
  5. OxfordCambridge.Org.
  6. OxfordCambridge.Org.
  7. OxfordCambridge.Org.
  8. OxfordCambridge.Org.
  9. OxfordCambridge.Org.
  10. OxfordCambridge.Org.
  11. 01/17/13 OxfordCambridge.Org.
  12. 01/17/13 OxfordCambridge.Org.