chap- 5 hrm and staffing

8/7/2019 Chap- 5 HRM and Staffing

http://slidepdf.com/reader/full/chap-5-hrm-and-staffing 1/20

Principles of Management

CHAPTER 5: Human Resource Management and

Staffing

By: Rafiullah Sherzad

Lecturer, Kardan Institute of Higher Education



2

Human Resource Management



3

HRM Defined

� The Human resource management (HRM) is the management function that is

concerned with getting, training, motivating, and keeping competent employees,

or getting and keeping right number of right people in right place at right time

� Human resource management is to make the most productive use of human

resource to the greatest benefits of the organization and individuals.



4

HR Planning

Recruitment or

Downsizing

Selection of

Employees

Orientation

Training and

Development

Performance

Appraisals

Compensations

and Benefits

Safety andHealth

Competent

High-Performing

Workers

Competent

High-Performing

Workers

HRM activities



5

Functions of HRM



6

Staffing



7

Staffing is filling and keeping filled all positions with qualified people in

the organization structure.

Staffing success is having the "right person" in a position, rather than simply

filling a position.

Staffing success depends heavily on the planning and organizing functions of

management. In planning, both firm goals and employees' goals are

considered.

Staffing defined



8

Activities of Staffing

� Employment Planning

� Job Analysis

� Recruitment

� Selection� Orientation

� Compensation

� Performance Appraisal

� Training and Development



9

Employment Planning

� Human resource planning - Systematic process of matching the

internal and external supply of people with job openings anticipated in

the organization over a specified period of time .

Process by which management ensures that it has the right number and kinds of

people in the right places at the right times, people who are capable of effectivelyand efficiently completing those tasks that will help the organization achieve its

overall objectives or goals.



10

Assessing FutureHuman Resource

Needs

Assessing CurrentHuman Resources

Developing aProgram to Meet

Needs

HR Planning



11

Job Analysis

� Systematic process of determining skills, duties, and knowledge required for

performing jobs in organization.

� Job analysis leads to

� Job description� Job specification



12

Job Description

This is a written statement showing job title, tasks, duties &responsibilities involved in a job.

� Job title, code no., dept/division

� Job contents-tasks performed

� Job responsibilities

� Working environment

� Machines, tools & equipment

� Extent of supervision given & received

� Relationship with other jobs



13

Job Specification

It is prepared on the basis of the job description

It is a statement of minimum acceptable human qualities necessaryto perform a job properly.

It includes:

� Standards or requirements related to age, sex, education,

experience, extra-curricular activities� Physical characteristics

� Mental characteristics

� Social and psychological characteristics

� Integrity and honesty



14

The process of attracting a pool of qualified applicants that isrepresentative of all groups in the labor market

Matching qualification of people with job specification or requirements

� Traditional Sources of Recruitment:External Searches

� Invite candidates

� Employment agencies

� Education institutes

� Referrals

�Advertisements

� Unsolicited applicants

Recruitment (Staffing employment

Internal Searches

Develop own employees

Employees either bid for the job

Or identified through HRMS

Referred by another employee



15

Selection

� Process of choosing from a group of applicants the individual best suited for a

particular position and the organization

� It usually has eight steps, but not all organizations complete these eight steps. Some choose

a combination of these methods as per required or felt appropriate considering the budget

factor.

1. Establishment of selection criteria2. Filling up of application form

3. Review applications and long list

4. Screening interview

5. Testing the candidates skills

6. Formal interviews

7. Check references- Verification of information8. Physical examination

9. Selected or rejected

10. Hire probationary and then permanent



16

Orientation (Direction)

� Introduction of new employees to the enterprise, its functions, tasks &people.

� Formal orientation programs are conducted

� organization¶s history, structure, and services

� area and clients served

� policies and procedures

� relation to managers

� rules and regulations

� opportunities - promotions and growth

� Benefits

� Smooth Insider-Outsider Transition

� Familiar with the job and its environment

� Reduce initial anxiety



17

Training & Development

� TrainingDesigned to provide learners with knowledge and skills needed for their present jobs

On-the job training: Learn while working for the organization

Off-the job training: Learn being away from the organization

� Development

Involves learning that goes beyond today's job; it has more long-term focus

� Career development

Formal approach used by organization to ensure that people with proper qualifications and

experiences are available when needed

� Organization development

Planned process of improving organization by developing its structures, systems, and

processes to improve effectiveness and achieving desired goals

It is a long range program attempting to change the behavioral attitudes & performance of

the total organization.



18

Performance Appraisal

Formal system of review and evaluation of individual or team task performance

Importance

� Basis of determining who is promotable to a higher position

� To determine whether development efforts are going in the right direction

� Appraisal is an integral part of a system of managing

� Purpose/Aim of Performance Appraisals

� Assess the employee¶s current level of performance

� Identify the strength & weakness of employees

� Provide feedback to the employee so that he can improve his performance

� To have a basis for rewarding the employees

� To motivate� To identify gaps & assess training & devt. Needs

� Employee¶s potential

� To provide for database for succession strategies

� Take decisions related to rewards, punishments



19

Compensation

� Direct Financial Compensation - Pay that person receives in form of wages,salaries, bonuses, and commissions.

� Indirect Financial Compensation (Benefits) - All financial rewards not included indirect compensation such as paid vacations, sick leave, holidays, and medicalinsurance.

� Nonfinancial Compensation - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.



20

Safety and Health

Employees who work in safe environment and enjoy good health are more likelyto be productive and yield long-term benefits to organization.

� Safety - Involves protecting employees from injuries caused by work-relatedaccidents

� Health - Refers to employees' freedom from illness and their generalphysical and mental well being

chap- 5 hrm and staffing

Documents