human resource management pp

8/9/2019 Human Resource Management Pp

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HUMAN

RESOURCE

MANAGEMENT


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DEFINITION

HRM is a distinctive approach toemployment management whichseeks to achieve competitive

advantage through the strategicdeployment of a highly committedand capable workforce, using an

array of cultural, structural andpersonnel techniques. Storey(1995: 5).


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/he i""erences in the interpretation o" HRM havecreate two i""erent schools o" thought: so"t anhar variants o" HRM (Storey- 199').

So"t an har HRM are also o"ten e"ine as twomain moels o" HRM. So"t HRM "ocuses on employeetraining- evelopment- commitment an

participation. 0t is use to e"ine HR "unctions aimeto evelop motivation- uality an commitment o"employees2 har HRM- on the other han-concentrates mostly on strategy where humanresources are use to achieve organisational goals.

0t is also associate with cost control an heacount strategies- especially in !usiness processesli&e ownsi#ing- lowering the wages- shorteningcom"ort !rea&s- etc. (%earwell an 3layon- '+).


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Satu ciri utama pengurusan sum!ermanusia yang i&enalpasti oleh !e!erapapenyelii& ialah pene&anan &epaaintegrasi asar an amalan personel

engan strategi organisasi (6egge 19792Miller 19792 /homason 19912 Schuler199').


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4ene&anan ini ianggap se!agai satuperu!ahan paraigma ari pene&atan yang

!ersi"at8ang&a pene& an ta&ti&al &epaa satupene&atan yang !ersi"at 8ang&a pan8ang anstrategi& alam pengurusan sum!er manusia(/homason 1991). lni !er!e#a enganpengurusan personel traisional yang ianggap!ersi"at rea&ti"- 8ang&a pene& an le!ihtertumpu &epaa pe&er8a pering&at !awahan(6egge 1979). 4engurusan sum!er manusiamene&an&an usaha yang ila&u&an secaraproa&ti" untu& mewu8u&an asar an amalanyang sinergisti& 1''umal !engurusan "# anmeliputi semua !iang i alam organisasi(Henry an 4ettigrew 19912 Schuler


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Human resources is a term use to escri!e

the iniviuals who comprise the wor&"orce o"

an organi#ation- although it is also applie inla!or economics to- "or eample- !usiness

sectors or even whole nations. Human

resources is also the name o" the "unction

within an organi#ation charge with the overallresponsi!ility "or implementing strategies an

policies relating to the management o"

iniviuals

(i.e. the human resources). /his "unction title iso"ten a!!reviate to the initials HR.

http:;;wi&i.answers.com;is>the>e"init

ion>o">Human>Resources
http://wiki.answers.com/Q/What_is_the_definition_of_Human_Resourceshttp://wiki.answers.com/Q/What_is_the_definition_of_Human_Resourceshttp://wiki.answers.com/Q/What_is_the_definition_of_Human_Resourceshttp://wiki.answers.com/Q/What_is_the_definition_of_Human_Resources


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Strategy

1)?nalysing

')@orecastingA)4lanning

)0mplementing5)Bvaluating


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Job analysis definition :

?ams (') e"ines 8o!analysis as a process to ienti"y

an etermine in etail theparticular 8o! uties anreuirements an the relative

importance o" these uties "or agiven 8o!.


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Co! analysis is o"ten regare amanagement activity which collects an

analy#es in"ormation an ata such asaccounta!ility "or per"ormance- 8o!evaluation- 8o! reuirements- an variousother 8o!Drelate in"ormation.


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category

Co! escription:

/as&- responsi!ilities- uty.

Co! spe"ication :Enowlege- s&ills- a!ilities.


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Purpose:

/he primary purpose "or conucting a 8o!analysis is to e"ine practice o" apro"ession in terms o" the actual tas&sthat new practitioners must !e a!le toper"orm sa"ely an competently at thetime o" licensure or certi"ication.


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Jurnal byapira Nyas!a "Correspondingaut!or#

$his research sought to find the impact of

establishing a %ob analysis in the breadmanufacturing companies in &imbabwe.


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Jurnal and findings

@rom the research carrie it can !e conclue that wellesta!lishe 8o! analysis has positive implications onemployees- organisational per"ormance- la!our turnover-

growth- mar&et share an mar&et value o" !reamanu"acturing companies. However- it was note that- "or the process to !e e""ective-

Co! analysts must in"orm employees on who will initiate theprocess- how the employees will !e a""ecte .

0n"orme consent protect the rights o" participants there!ypromoting "reeom an sel" etermination.


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Jurnal by Hyeon$%u& 'yu (Jongsoon Jin)

/he purpose o" this stuy is to "in somereasona!le answers "or why 8o! analysis isnot wiely use in the Eorean government.

0n this light- it attempts to reveal whichmain !arriers are commonly encounterean which ena!lers are potentially the mostuse"ul "or epaning the eisting 8o!

analysis across the A5 central governmentagencies in South Eorea.


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Jurnal and findings

/his stuy coul put "orwar report two !asicstrategies "or "uture 8o! analysis.

@irst- in company with the close lin& !etween 8o!

analysis an per"ormanceD!ase HR management-an unwavering "ollowDup management o" 8o!analysis an strong leaership an commitmentshoul !e evelope.

/he other is that 8o! analysis nee to !econucte systematically in a neeD!asis an easyto use technical plat"orm to resolve currentpro!lems in personnel management.


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Jurnal by

M?M. Hussain ?liGepartment o" Management South

Bastern niversity o" Sri 6an&a

hussainmIseu.ac.l&Mrs. M?3@. ?roosiya%%?(HRM) Special"athimaaroosiyaIgmail.com


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/he o!8ective was to investigate theimpact o" 8o! esign on

employees,per"ormance in the school o"Ealmunai Jone in Sri 6an&a an which"actors o" 8o! esign

highly in"luence on employees,per"ormance in the organi#ations.


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Jurnal and findings

shoul aopt a more systematic esign o"8o! in orer to improve its employees,

per"ormance @or the purpose o" enhancinguality level o" Co! Gesign it is essential towor& on all 5 imensions- i.e.- S&ill

Kariety- /as& 0entity- /as& Signi"icance-

?utonomy an @ee %ac&.


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Conclusion

Co! analysis is plays a signi"icant role inhuman resourse planning.

%ecause- it a!le to in"luence human

resource management.


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Forecasting


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FORECASTING

Demand Forecasting

%upply Forecasting


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Demand Forecasting

/he purpose o" HR "orecasting is to estimatela!or reuirement "or "uture time perio0ts help to etermines employees reuire

an consierate "uture reuirement o" the

organi#ation to achieve their goal@actors that in"luences eman "orecast :

technology changes- emans o" consumers3an !e classi"ie into two categories:

uantityuality


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*ualitati+e demand forecasting

?ctually uantitative approach is provie !y ualitative

techniues

Gata collection can !e uite in"ormal or can !e structure in a

"ormal manner using approaches such as Gelphi techniue

(survey)

/he !ene"its o" this approach are that epert in"ormation is

gathere without "aceDtoD"ace pressure within the group to

con"orm to a particular line o" thin&ing

/he approach is also use"ul when conitions are changing an

there are "ew eisting preceents on how to procee


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%upply Forecasting

Supply "orecasting concerne with theestimation o" supply o" manpower given theanalysis o" current resource an "utureavaila!ility o" human resource in the

organi#ation/he simplest metho o" internal supply

"orecast is succession planning or the careerplans orchestrate !y the organi#ation.

/he ata!ase can !e generate with thehelp o" same "actors.

Markov Analysis is use "or long range"orecast in large companies.


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ew evelopment in !usiness "orecasting$

8ournal wrote !y 6arry 6apie mentionethat his !usiness success !ecause o""orecasting eman such as uantitativean ualitative

?n ? ?pproach to Geman @orecasting inRetail /rae in %anglaesh$ 8ournal wrote !y M. ?hsan ?&htar Hasinmentione that eman "orecasting is theimportant role in retail per"ormance.
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Planning


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PH,%E - : P',NNIN." Identification of %trategy#


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?"ter completing the surplus;emananalysis- gap analysis- scenario !uiling

eercise- S=L/planning phase

Strategies- initiatives an programs anpolicies shoul !e evelope to aress the

gaps ienti"ie in the analy#ing phaseensure that the element will recruit-

evelop an retain the critical sta"" neee"or a success"ul wor&"orce plan.

? "ew "actors shoul !e consiere wheneciing upon strategies to aress awor&"orce gap.


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a# , 1ide range of strategies around staffde+elopment

Geveloping the employee can !e regareas investing in a valua!le assetN ? source o" motivation

N ? source o" helping the employee "ul"il potential

0n orer to attain sustaina!le competitive

avantage companies nees to managetheir organi#ational competences ( Ha"ee#-'') as well as iniviual competencies( Ha"ee#O Bssmail- '+).


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b# %uccession planning

Succession planning is a mean o" ienti"yingcritical management position starting atmanager an supervisor levels an

etening up to the highest position in theorgani#ation

(=iliam C. Rothwell)

B""ective Succession 4lanning ('1)


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Research shows that planning "or leaership successionshoul !e part an parcel o" the way a company is manage

0eally- care"ul succession planning grooms people

internally (%ower- '72 %oyle- '92 %yrnes O 3roc&ett-'92 Reingol- '9)Sara 6ee corporation has acuire more than companies

P past several years.

D uses succession planning P move talente employeesthrough the i""erent su!siiaries P to !uil a consistentcorporate culture an unity

( McM?nis O 6ei!man- 1977)

/a&en "rom :Cac&son -S-@ O Schuler-R-S. Human 2esourcePlanning: C!allenges for Industrial 3Organi4ationalPsy!ologists. ?merican 4syhologist ?ssosiationKol 5-o

' : ''AD'A9


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c# 2ecruitment

Refers to a process of attracting ,screening and

selecting qualified people for a job.

Recruitment is a critical management function thatall levels of the organization need to be involved in

planning and implementation


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5rian and Cain(6778$ Lrgani#ations nee topreict "uture human resource level in orer to"orecast recruitment an training nee to ensure

that su""icient eperience people are rising to "illvacancies at higher level.

4ro!lems might arise in "illing open positions with

aeuate availa!le caniates has eiste "or a longtime ( 'a 5ella et al(679)

;etter( Eric /)"679


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Implementing


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PH,%E < : IP'EENTIN." E=ecuting t!e Ne1

%trategies#


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Process$ use all informationgat!ered and de+ising a planto e=ecute t!e ne1 strategies

?"ter analy#e- "orecast an planne

put together implementation plan P carryout planne activities.


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Journal 2e+ie1 :anaging and implementingsimultaneous transaction and relations!ipmar&eting %usan /als!

/he "inings inicate that- in practice- resourceinvestment in transactionD an relationshipDmar&eting management was un!alance with

an overDemphasis on some managerialimensions an an unerDinvestment in others.

0n other wors the !an& uner investigationi not engage in e""ective transaction or

relationship planning or implementation !utrather the managerial an organisational "ocuswas on sales an promotion.


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@igure 1./he retailD!an&mar&etingDmanagement

ecisionDma&ing process


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Mac&ey- 3raig %.(1971)- presents a "ourDphase approach to avoiing typical!arriers in implementing an e""ectivehuman resource planning system. se o"ata organi#e to re"lect organi#ational

reality or population ynamics2Lrgani#ational reainess2 Matching o" thes&ills- eperiences- aspirations anavaila!ility o" iniviual employees to the

current an "uture nees o" theorgani#ation.


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Cournal Review:D

0n a research !y =ic&ramasinghe-E ('1')-Q0n"luence o" total management on humanresource management practices

D "inings D implementation o" uality

management system plays important role!y altering the HR "unction in terms o"per"ormance an competence evelopment

/


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Journal 2e+ie1

? survey one P the implementation o"the motivation "or in"ormation system (0S)outsourcing ecision .

@inings:D 0mplementation o" a twoDtier

arrangement which involve a spin o"" anreputa!le provier minimi#e ris&s o""ailure.


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CLR?6 :

=ic&ramasinghe-K. '1. Influence of total >uality management on!uman resource management practices- ?n epository stuy . 'meraldKol '9- o 7: 7A*D75

Cac&son -S-@ O Schuler-R-S.199 Human 2esource Planning: C!allengesfor Industrial 3Organi4ational Psy!ologists. ?merican 4syhologist?ssosiationKol 5-o ' : ''AD'A9

Ha"ee#-E. '1A. Planning !uman resource re>uirements to meet targetcustomer ser+ice le+els. Bmeral Kol 5- o ': 'AD'5'

Moh ?am Suhaimi- Husnayati Hussin an Mu##a"ar Musta""a .'+.Information sytem outsourcing : oti+ation and t!e implimentationstrategy in alaysia 5an&. Bmeral Kol1A-o5: *D*51

=alsh-S .?


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Evalating


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/he nee is not "or more measures- !ut"or systematic an consistent measuresthat will ena!le organisations to ma&ein"orme ecisions a!out the merit o"

human resource. (@it#Den#-')

Bvaluation is so central to what people o-it is perhaps surprising that evaluation- asa planne an "ormal activity- appears to!e so pro!lematic in an organisationalcontet. (%oureau O Ramsta- '+)

DEFINITION OF E;,'@,TION


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TAPE OF E;,'@,TIONProcess E+aluation

N /his involves 8uging the activities (or strategies) o" the pro8ect./his o"ten involves loo&ing at what has !een one- who has!een reache- an the uality o" the activities or pro8ects.

Impact3Outcome E+aluationN /his involves 8uging the etent to which your pro8ect has ha

an e""ect on the changes you were see&ing. 0n other wors- theetent to which your pro8ect has met its goal an o!8ectives.0mpact evaluation 8uges how well the o!8ectives were achievean outcome evaluation involves 8uging how well the goal has!een achieve.

%ummati+e E+aluationN /his is one at the en o" the pro8ect an involves consiering

the pro8ect as a whole- "rom !eginning to en. 0t is meant tosummarise an in"orm ecisons a!out whether to continue thepro8ect (or parts o" it)- whether it is valua!le to epan into

other settings.


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%cientific trends of !uman resourceeffecti+eness e+aluating

N T!e Partial B system met!od

B""ectiveness o" Human resource processes

B""ectiveness o" iniviual 8o! per"ormanceB""ectiveness o" human D resource

epartmentB""ectiveness o" human P resource system


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T!e personnel B controllingmet!od

4ersonnel costs an personnelstatistics

4ersonnel 0neesHuman P resource stanars4ersonnel auit

Bmployee uery


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/he process o"human P resourcee""ectiveness

evaluation

0 6i t4l i3 l l ti i3 ti ? tiB"" ti


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0ne 6ist4lanning3alculation an comparison3orrective ?ctionsB""ectiveness


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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 eternal competitiveness

!onfined to value "ithin anorganization

#o" other organizations mightvalue similar jobs

A process A manual

$articipative and consultative A small bac%room committee

An art An eact science


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JO@2N,' 6

Cournal written !y Ra&a Ma8erova

/itle o" Cournal :

Bvaluation o" Human P ResourceB""ectiveness

Cournal o" in"ormation- control an management systems- vol

*- ('7). o '


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JO@2N,' ?

Cournal written !y Coha 6ouw D 4otgieter

/itle o" Cournal :

Bvaluating human resourceinterventions

6ouwD4otgieter- C. ('1'). Bvaluating human resourceinterventions. () ournal of Human Resource

Management*() $ydskrif vir Menslikehulpbronbestuur, "+-,

)rt. /#0+, 1 pages. http2**d3.doi.org*"+.#"+0*

sa%hrm.v"+i-.#0+
http://dx.doi.org/10.4102/http://dx.doi.org/10.4102/

human resource management pp

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