Human Resource Management | Ch 12
Added on 2022-09-05
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BUSINESS MANAGEMENT
HUMAN RESORCE MANAGEMENT CH 12 (read with slides)
Definition of HR Management
Human resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is often referred to simply as human
resources (HR). ... As with other business assets, the goal is to make effective use of
employees, reducing risk and maximizing return on investment (ROI).
1. What do we mean by strategic partner in HR
The HR Business Partner’s role is to work closely with internal stakeholders to develop
an agenda that aligns to, and supports, the overall strategic objectives of the organization
Strategic partners share resources to help each other in developing an edge in the
marketplace . For example a digital camera company and a computer printer
manufacturer can team up to create more efficient ways of printing high-definition of
pictures.
Every manager in the organisation should realise the importance of recruiting,
selecting, training, developing, rewarding, assisting and motivating employees(slide 5)
However, to achieve organisational success both locally and internationally, the focus
should be on integration and teamwork among employees.
• Recruiting: the process of actively seeking out, finding and hiring candidates for a
specific job or position.
• Selecting: Selection is the process of identifying an individual from a pool of job
applicants with the requisite qualifications and competencies to fill jobs in the
organization. This is an HR process that helps differentiate between qualified and
unqualified applicants by applying various techniques.
HUMAN RESORCE MANAGEMENT CH 12 (read with slides)
Definition of HR Management
Human resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees. HRM is often referred to simply as human
resources (HR). ... As with other business assets, the goal is to make effective use of
employees, reducing risk and maximizing return on investment (ROI).
1. What do we mean by strategic partner in HR
The HR Business Partner’s role is to work closely with internal stakeholders to develop
an agenda that aligns to, and supports, the overall strategic objectives of the organization
Strategic partners share resources to help each other in developing an edge in the
marketplace . For example a digital camera company and a computer printer
manufacturer can team up to create more efficient ways of printing high-definition of
pictures.
Every manager in the organisation should realise the importance of recruiting,
selecting, training, developing, rewarding, assisting and motivating employees(slide 5)
However, to achieve organisational success both locally and internationally, the focus
should be on integration and teamwork among employees.
• Recruiting: the process of actively seeking out, finding and hiring candidates for a
specific job or position.
• Selecting: Selection is the process of identifying an individual from a pool of job
applicants with the requisite qualifications and competencies to fill jobs in the
organization. This is an HR process that helps differentiate between qualified and
unqualified applicants by applying various techniques.
• Training : is aimed at teaching HR professionals (immediately) applicable
knowledge, skills, and attitudes to be used in their job. The training may focus on
delivering better performance in the current role or to overcome future changes.
• Developing : the framework for helping employees develop their personal and
organizational skills, knowledge, and abilities. ... Human Resource Development
can be formal such as in classroom training, a college course, or an organizational
planned change effort.
• Rewarding : The achievement and benefit received by employees for their job
performance in an organization . Employees join the organization within certain
expectation of reward. ... This will motivate employees to make their effort in
achieving organizational goal.
• Successful companies have the following HR management attributes(slide 6)
• Primary benefits – monetary benefits like pay, pension and share options;
• Secondary benefits and working conditions – non-monetary benefits like leave
allowance, flexible working conditions, input channels, innovation, recognition and
the availability of well-being policies;
• Training and development – the availability of function-related development
initiatives and programmes; how the employer helps you to grow in your role;
• Career development – includes long-term career-path development, talent
management, succession planning and performance management; and
• Company culture and diversity – the combined efforts of the employer to establish
a strong company culture, i.e. social and networking opportunities, diversity
initiatives, corporate social responsibility programmes and employee input
Slide 7 explained
• Who performs human resource functions
knowledge, skills, and attitudes to be used in their job. The training may focus on
delivering better performance in the current role or to overcome future changes.
• Developing : the framework for helping employees develop their personal and
organizational skills, knowledge, and abilities. ... Human Resource Development
can be formal such as in classroom training, a college course, or an organizational
planned change effort.
• Rewarding : The achievement and benefit received by employees for their job
performance in an organization . Employees join the organization within certain
expectation of reward. ... This will motivate employees to make their effort in
achieving organizational goal.
• Successful companies have the following HR management attributes(slide 6)
• Primary benefits – monetary benefits like pay, pension and share options;
• Secondary benefits and working conditions – non-monetary benefits like leave
allowance, flexible working conditions, input channels, innovation, recognition and
the availability of well-being policies;
• Training and development – the availability of function-related development
initiatives and programmes; how the employer helps you to grow in your role;
• Career development – includes long-term career-path development, talent
management, succession planning and performance management; and
• Company culture and diversity – the combined efforts of the employer to establish
a strong company culture, i.e. social and networking opportunities, diversity
initiatives, corporate social responsibility programmes and employee input
Slide 7 explained
• Who performs human resource functions
• As soon as a new person (employee) is recruited and appointed in an organisation,
management’s main concern must be to get that person to do his or her work as
well as possible. In this process, certain functions have to be performed by the
human resource specialist, who would normally be situated in a human resource
department, as well as by line managers and direct supervisors. Line managers
are those people in other departments, such as operations, marketing and
finances, who have the responsibility to make optimal use of all the resources at
their disposal.
• Depending on the nature of the organisation, a human resource specialist is
normally employed in organisations with approximately 76 to 100 employees.6 In
South Africa, the ratio of full-time human resource specialists to employees is 50,
while the global average is about 62.7 A human resource department or section is
typically created when the number of employees in an organisation reaches a
figure of between 200 and 500.
Human Resource Planning
• Human resource planning is the process of using an organisation’s goals and
strategy to forecast the organisation’s human resource needs in terms of finding,
developing and keeping qualified human resources . Human resource planning
can be divided into three phases,
• Phase 1 :Identify the work being done in the organization -Work in organisations
is done by employees who are appointed to specific positions (jobs) with the
purpose of executing those tasks associated with that position. To identify a
position in an organisation, a job analysis process is followed, which generates two
outcomes: a job description and a job specification
• Slide 9
• Job Analysis (slide) – (explanation)There are various ways in which this
information can be collected. One method is observation by a qualified job analyst.
The job analyst observes the employee working and records all the relevant
information. Observation may also include videotaping, audiotaping and electronic
monitoring. This method is especially suited to manual labour, where it is easy to
management’s main concern must be to get that person to do his or her work as
well as possible. In this process, certain functions have to be performed by the
human resource specialist, who would normally be situated in a human resource
department, as well as by line managers and direct supervisors. Line managers
are those people in other departments, such as operations, marketing and
finances, who have the responsibility to make optimal use of all the resources at
their disposal.
• Depending on the nature of the organisation, a human resource specialist is
normally employed in organisations with approximately 76 to 100 employees.6 In
South Africa, the ratio of full-time human resource specialists to employees is 50,
while the global average is about 62.7 A human resource department or section is
typically created when the number of employees in an organisation reaches a
figure of between 200 and 500.
Human Resource Planning
• Human resource planning is the process of using an organisation’s goals and
strategy to forecast the organisation’s human resource needs in terms of finding,
developing and keeping qualified human resources . Human resource planning
can be divided into three phases,
• Phase 1 :Identify the work being done in the organization -Work in organisations
is done by employees who are appointed to specific positions (jobs) with the
purpose of executing those tasks associated with that position. To identify a
position in an organisation, a job analysis process is followed, which generates two
outcomes: a job description and a job specification
• Slide 9
• Job Analysis (slide) – (explanation)There are various ways in which this
information can be collected. One method is observation by a qualified job analyst.
The job analyst observes the employee working and records all the relevant
information. Observation may also include videotaping, audiotaping and electronic
monitoring. This method is especially suited to manual labour, where it is easy to
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