Human resource management (eng, new, for student)

Bui Van Danh, PhD


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HRM- Overview
HR Planning
Analyzing and Identifying Jobs
Recruiting
Orientation of Career
Training & Development
Performance Assessment
Compensation and benefits

 HR

management is concerned with formal
systems in organizations to ensure the
effective and efficient use of human
talent to accomplish organizational goals
 To enhance organizational performance,
HR management must be involved in
strategic plans and decision making,
participate in redesigning organizations
and work processes, and demonstrate
financial accountability for results


 HR

management must perform three
roles: administrative, operational, and
strategic.
 Expanding human capital requires HR
management to develop means to:
 Attract human resources,
 Develop their capabilities,
 And retain human resources.


HR management activities can be grouped
as follows:

 HR planning
 Job analysis
 Recruitment
 Orientation of career
 Training and development
 Performance assessment
 Compensation and benefits
 Employee and labor/management relations.


HR challenges faced by managers and
organizations include:
 Economic and technological changes
 Workforce availability and quality
concerns
 Demographics and diversity
 And organizational restructuring.
(According to Workforce 2020, Hudson
Institute)


 It

is important for HR management to be
a strategic business contributor in
organizations
 Decentralization and outsourcing are
being utilized more frequently in the
management of HR units than they were
in past years.

 Ethical behavior is crucial in HR
management, and a number of HR ethical
issues are regularly being faced by HR
professionals.


 Some

diagnostic measures to check the
effectiveness of the HR function (Jac FitzEnz):
 HR expense per employee
 Compensation as a percent of expenses
 HR department expense as a percent of
total expenses
 Cost of hires
 Turnover rate
 Absence rate
 Workers compensation cost per employee
 Employee satisfaction (attitute survey), exit
interview


 HR

planning involves analyzing and
identifying the future needs for and
availability of human resources for the
organization
 Different organizational strategies require
different approaches to HR planning

 The HR unit has major responsibilities in
HR planning, but managers must provide
supportive information and input.



 When

developing HR plans, it is important for
managers to scan the external environment
to identify the effects of:


Assessment of internal strengths and
weaknesses as a part of HR planning requires
that current jobs and employee capabilities
be audited and organizational capabilities be
inventoried.
 Individual employee demographics (age,
length of service in the organization, time in
present job)
 Individual career progression (jobs held, time
in each job, promotions or other job
changes, pay rates)
 Individual performance data (work
accomplishment, growth in skills)


 Estimates

can be either top-down or
bottom-up, but essentially people who
are in a position to know are asked, “How
many people will you need next year?”
 The Delphi technique uses input from a
group of experts.
 The nominal group technique, unlike the
Delphi technique, requires experts to
meet face to face.


 Statistical

regression analysis makes a
statistical comparison of past
relationships among various factors.
 Simulation models are representations of
real situations in abstract form.
 Productivity ratios calculate the average
number of units produced per employee.
 Staffing ratios can be used to estimate
indirect labor.


 Net

migration into and out of the area
 Individuals entering and leaving the
workforce
 Individuals graduating from schools and

colleges
 Changing workforce composition and
patterns


 Economic

forecasts for the next few years
 Technological developments and shifts
 Actions of competing employers
 Government regulations and pressures
 Factors affecting persons entering and
leaving the workforce



Downsizing is reducing the size of an
organizational workforce
 Downsizing Approaches:
 Attrition and hiring freezes
 Early retirement buyouts
 Layoffs occur when employees are put
on unpaid leaves of absence. If business
improves for the employer, then
employees can be called back to work.



 Job:

A set of related duties
 Job design: The process of defining the
way work will be performed and the tasks
that a given job requires
 Job analysis: A systematic investigation of
the tasks, duties, and responsibilities
necessary to do a job.
 The end products of job analysis are (1)
job descriptions, and (2) job
specifications.


Job Description

Job Specifications

A list

 A list

of the tasks,
duties, and
responsibilities
(TDRs) that a
particular job entails

TDRs

are
observable actions

of the competencies
(knowledge, skills, and
abilities (KSAs) an
individual must have to
perform a particular job

 Competencies

are
observed only when
individuals are carrying
out the TDRs of the job



 Job

analysis information is useful in most HR
activities:


1.Planning
the job analysis

2.Preparing and
communicating
the job analysis

5.Maintaining

and updating
job descriptions
and
job specifications

3.Conducting
the job analysis

4.Developing
job descriptions
and job
specifications