Human resource Management

Human resource Management

1. Performance Management

   • PM is a continuous process of identifying, measuring and developing performance in organisations by linking each individual's performance and objectives to organisations overall mission and goals
   • Appraisal is a systematic appraisal in a prescribed and uniform manner at an agreed time. It is based on consideration other than productivity alone and can be linked to PRP.
     • Purpose: 1) link individuals to org. strategic objectives 2) to help managers decide on what pay that will be given on grounds of merits 3)to determine the future of an employee 4) to indicate training needs 5) to motivate an employee by sharing info on FINISJ
   • Reasons for: 1) Common goals: organisation and employe set clear objectives to achieve org. vision and purpose 2) Clear understanding: emplouees who have a CU of their specific job duties means ambiguties are eliminated 3) Regular feed back about performance: improves communiction, employee confidence and allows manages to identify strengths and weaknesses 4) Advice and steps for improving performance: identify ways to improve employee performance and set objectives accordingly 5) Rewards for good performance: opportunity to offer a variety of rewards to show gratitude for a job wekll done (monetry and non-monetary)
   • 360 degree feedback promotes information on an employee from a number of different sources. 8-10 people fill in a questionnaire describing the individual's performance. Often the employee fills one in too. Feedback is given to the employee by a skilled coach.
     • Ad: Objective and reliable
     • Disadvantage: time-consuming and anonymus

2. Motivation and recognition

   • Pay systmes designed to motivate employees: monetary and non monetary
     • Non monetary- free lunch given to an employee if their job performance has improved by a certain percentage or job rotaion, where an employee can move onto a different area of their job
     • Monetary
       • Time-rate pay:: employees get paid for the number of hours they spend at work. It is the most common method of payment in the UK as it is easy for managers to organise. It also gives employees some financial certainty.
       • Piece rate pay: where employers get paid for each item produced. It encourages production, but this may be argued at the expense of quality.
       • Commission: is based on the value of sales achieved. The employee is paid a flat percentage of the value of the sale along with a base pay. it is awarded for the quality/value of work achieved,
       • Performance related pay: financial reward to an employee whose work is: considered to have reach a rquired standard or is above average. It is used when employees performance cannot be measured in form of output producrs of sales achieved.

3. Training and development

   • Training methods used to give a new/present employee the skills they need to perform their job. Training and development are processes that attempt to provide employees with informationm skills and an understanding of organisation and goals
   • Benefits of training
     • Helps/speeds up process -more efficient, better knowledge -more skills -Keep up to date with law -motivation -Increase flexibility - Improves customer service - Decreases errors - Increase job satisfaction -Support employee retention strategies -Improves performance
     • PDP- is a structured and supported process undertaken by an individual to reflect upon their learning, performance and achievement and plan for their personal, educational and career development
     • Choosing most appropriate training method:: Cost, Time available, No. of participants, Ability to meet programmes goals and objectives
     • 5-step training and development process: 1) needs analysis 2) Instructional design 3) Validation 4) Implementation 5) Validation
   • Off the job training: Day release, Distance learning/evening classes, Block release courses, MOOC
   • On the job training
     • Learn by observation: -Very popular - Trainees may retain more info. -Good method of teaching new skills
     • Shadow- often practiced - Aims gives trainees a 'feel' for the org. - can give experience of working in def. departments
     • Job rotation: -Training by switching job roles - Can be good learning experience for workers -can encourage team cohesiveness -can empower individuals and teams - therefore, training needs to be given in order to do jobs well
     • E-learning: -Online learning attraction to org as info is available when learners want it/ when it is convenient - can be formal (designed course using on-line software) - or informal (exchange content via email intrenet

4. Employment law

   • It is a body of laws and precedents that address legal rights of and restrictions on working people and their orginisation.
   • Aims to ensure clear guidelines for employees and employers alike.
   • Employers have a responsibility to cater to rights regarding rights such as recruitment, training, welfare, equality, pay, maternity leave, discipline and dismissal
   • Main employment laws
     • 1) Employment contract: Contract of employment has expressed terms which contains a written statement of particulars. Implied terms which consist of statute, collective agreements, custom and practice, implied terms by law and work rules.
     • 2) Employment rights act 1996-An employee must be provided with a statement of initial statement of particulars within the first 2 months of employment.
     • 3) Written statement of initial employment particulars: -Name of employer and employee - Date hen employment began -Job title/brief description of duties -Place of work -T+C relating to hours of work -T+C relating to holiday pay -Rate of remuneration and payment period -Disciplinary and grievance rules -Details of pension schemes -Terms relating to incapacity due to sickness/injury -Length of notice required/ period when employment will end -Any collective agreement that directly affects the eployee
     • 4) NMWA 1998: 21+ £6.50, 18-20: £5.13 Under £3.70 Apprentice £2.73
     • 6) Flexible working regulations 2014: An employee who has working for an organisation for 26weeks+ is entitled to make a flexible working application
     • 5) Working time regulations 1998: -48 hours max of work/week -11 hours min of rest/day -1 d/o min/week -20 min rest break of working day 6+hours -4 weeks min paid leave (holiday)
     • 7) Equality act 2012
       • Protected characteristics: -Age - Disability -Gender reassignment -Marriage and civil partnership -Race -Pregnancy and maternity -Religion and beilef - Sex -Sexual orientation
       • Prohibited conduct
         • Direct discrimination is when an individual is treated less favourable because of a protected characteristic
         • Associative discrimination is when a person associates with someone with a protected characteristic
         • Perceptive discrimination is when a person is perceived to be part of a protected group
         • Indirect discrimination can occur when you have a condition, rule or policy or practice that applies to everyone but particularly disadvantaged people who share a protected characteristic
         • Harassment has a purpose or effect of violating an individuals dignity or creating intimidating, hostile, degrading, humiliating or offensive environment for an individual. it is unwanted conduct relevant to a PC
         • 3rd party harassement
         • Victimisation is when an employee is treated badly because they have made or supported a claim, or raised a grievance or have bee suspected of doing so under Equality Act 2010.

5. Coaching and mentoring

   • Coaching is developing an employees skills and knowledge, leading to job performance improvement hopefully leading to the achievement of the organisation's objectives. It is short term and focuses on specific skills and goals.
   • Mentoring is the technique to transfer skills, knowledge and experience in a challenging and supportive environment. it is usually long term.

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