Managing Human Resources

Prepared by Mbaakanyi, T.

Human resource (or personnel) management, is in the sense of getting things done through people. HRM includes the policies, functions and systems that affect employees behaviour, attitudes and performance. It is these HR practices that help a company to gain the advantage over its competitors. Who does HR? It's an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently.

Prepared by Mbaakanyi, T.

People are our most valuable asset, no member of any senior management team would disagree Yet, the reality for many organizations is that their people remain
under valued under trained under utilized poorly motivated, and consequently perform well below their true capability

Prepared by Mbaakanyi, T.

The concept of human resource management implies that employees are resources of the employer. As a type of resource;

Human capital means the organizations employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight the employee characteristics that can add economic value to the organization.

Prepared by Mbaakanyi, T.

Prepared by Mbaakanyi, T.

This view means employees in todays organization are not interchangeable, easily replaced parts of a system but the source of failure or success. By influencing who works for the organization and how those people work, human resource management therefore contributes to basic measures of an organizations performance, such as quality, profitability, and customer satisfaction.

Prepared by Mbaakanyi, T.

The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy.

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The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop 'cultural awareness', product/ process/ organization knowledge and experience for new staff members.

Prepared by Mbaakanyi, T.

As organizations vary in size, aims, functions, complexity, construction, the physical nature of their product, the calibre of people you hire matter But, in most organizations the ultimate aim of the function is to: "ensure that at all times the business is correctly staffed by the right number of people with the skills relevant to the business needs",

that is, neither overstaffed nor understaffed in total or in respect of any one discipline or work grade.
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These issues motivate a well thought out human resource management strategy, with the precision and detail of say a marketing strategy. Failure in not having a carefully crafted human resources management strategy, can and probably will lead to failures in the business process itself. The strategy is set to promote thought, stimulate discussion, diagnose the organizational environment and develop a sound human resource management strategy for your organization
Prepared by Mbaakanyi, T.

Prepared by Mbaakanyi, T.

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3. 4. 5.

6. 7. 8.

Analysing work and designing jobs Human resource planning, determining how many employees with specific knowledge and skills are needed Recruiting, attracting potential employees Selection, choosing employees Training and development, teaching employees how to perform their jobs and preparing them for future Performance management, evaluating their performance Compensation, rewarding employees Employee relations : creating a positive work environment

Prepared by Mbaakanyi, T.

Recruitment/ Placement: Attraction ( advert) and selection (hire), thus entering the world of work or maybe getting the human resource Train and Development: Growing in the workplace which involves developing and Motivating the human resources Compensation &, safety and health; Involves rewards and rules at work Retain: Maintaining the human resources needed by the organization

Prepared by Mbaakanyi, T.

FUNCTION
Analysis and design of work Recruitment and selection Training and development Performance management Compensation and benefits Employee relations

RESPONSIBILITIES
Work analysis, job design, job descriptions Recruiting, job postings interviewing, testing, coordinating use of temporary labour Orientation, skills training, career development programs Performance measures, preparation and administration of performance appraisals, discipline Wage and salary administration, incentive pay, insurance, vacation leave administration, retirement plans, profit sharing, stock plans Attitude surveys, labour relations, employee handbooks, company publications, labour law compliance, relocation and outplacement services Policy creation, policy communication Record keeping, HR information systems, workforce analysis Policies to ensure lawful behaviour, reporting, posting information, safety inspection, accessibility accommodations Human resource planning and forecasting, talent management, change management

Personnel policies Employee data and information systems Compliance with laws Support for strategy

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Motivate, with support from pay, benefits, and other rewards

Help define jobs

Communicate policies

Forecast HR needs

Recommend pay increases and promotions

Provide training

Appraise performance

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Interview (and select) candidates

Ethics: The fundamental principles of right and wrong. HRM decisions should be ethical. Right of free consent: should know nature of job they are being hired to do, the employer should not deceive them Right to privacy: Keep employee personal records confidential Right of freedom of conscience: demands employee do what is unsafe or environmentally damaging may be violating this right if the task conflicts with the employments values-such behaviour could be illegal as well as unethical Right of freedom of speech: people have right to criticize an organizations ethics as long as their criticism does not violate the rights of individuals in the organization. Policies and procedures assist in this.

Right to due process: If people believe their rights are being violated, they have the right to a fair and impartial hearing e.g. commissioner of labour, ombudsman

Prepared by Mbaakanyi, T.

HRM is a subset of management. It has five main goals( ultimate aim):

attract
employees employees employees

retain retain

hire
employees

Goals of HRM

motivate
employees

train
employees

Strong employees = competitive advantage. Fundamentals of Human Resource

Management, 10/e, DeCenzo/Robbins

Students often say that they would like to work with people and so they choose a career in HRM.
It is important to like people if you want to do the kind of work, but you also need certain skills and knowledge if you want to be successful in HRM today.

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Besides academic knowledge, HR professionals need the following skills:

Good communication and persuasion skills Interpersonal skills and leadership skills The ability to work in a team and understand how groups function Flexibility-being ready to adapt or change The ability to solve problems and make decisions Creativity and being ready to take the initiative (to be the first to take action).
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Teamwork skills Verbal communication skills Decision making , problem solving Gathering/processing information Planning, prioritizing tasks

Prepared by Mbaakanyi, T.