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| Question | Answer |
| WHAT IS HUMAN RESOURCE MANAGEMENT? | Managing people within the EMPLOYER – EMPLOYEE relation Involves the productive use of people in achiving the organisations’s strategic objectives and the satisfaction of individual employee needs |
| THE ROLE OF THE HR MANAGER | Administrative expert Employee champion Change agent Strategic partner |
| MAIN HRM ACTIVITIES | Strategic HRM HR planning Job analysis and (re)design Staffing Training and development Compensations |
| HRM ACTIVITY: STRATEGIC HRM | Strategy: Achieving goals Components of strategic management: Formulation & Implementation Strategic HRM: Linking all HRM activities |
| THE 5 P MODEL OF SHRM | Organization Strategy External Characteristics Stratgic Business Needs Internal Characteristic Strategic Human Resources Management Activities |
| HRM ACTIVITY: HR PLANNING | The process of systematically reviewing HR requirements to ensure that the required number of people, with the required knowledge, skills and abilities are available when needed. |
| ACTIVITIES OF HR PLANNING | 1. Talent (skill) inventory 2. Forecasting Internal Demand & Supply and External Supply 3. Action Plan (Manage Shortrages/Surplus) 4. Evaluating HR planning |
| HRM ACTIVITY: JOB ANALYSIS | A systematic investigation of the tasks, duties and responsibilities of a job and the necessary knowledge, skills and abilities a person needs to perform the job adequately. Components: Job content, job requirements, job contex |
| Job Analysis (divides in...) | Job Description and Job Specification |
| METHODS OF DATA COLLECTION | Observation Interview Questionnaires Critical incident report Combination of different methods |
| JOB DESIGN | Specification of the content of the job, the material and equipment required and the relationship with other jobs. |
| JOB REDESIGN | Restructuring the elements including tasks, duties and responsibilities of a specific job in order to make it more encouraging and inspiring for the employees |
| METHODS OF JOB REDESIGN | Job rotation Job enlargement Job enrichment Autonomous work teams |
| HRM ACTIVITY: STAFFING | The process of assigning people to fill the roles designed for an organizational structure through recruitment, selection, and placement. Steps: Recruitmant, Selection, Orientation |
| RECRUITMENT | The process of seeking and attracting a pool of qualified applicants from which candidates for job vacancies can be selected. |
| FACTORS INFLUENCING THE RECRUITMENT POLICY | External (supply & demand, competitors, etc.) Internal (Recruitment policy, Size of firm, etc.) |
| SOURCES OF RECRUITMENT – INTERNAL vs. EXTERNAL | Internal: Cheaper to advertise, less time consuming, you will know the candidates | Lack of new ideas, need to find a new candidate for the role after promotion External: Wider audience for the job, increases the chance that the business will be able to recruit the skills it needs | More trainning needed, more expensive to advertise |
| EXTERNAL RECRUITMENT | Newspaper advertisements Internet Employment agencies OTHER METHODS OF EXTERNAL RECRUITMENT: University recruiting, Walk-in candidates |
| EQUAL EMPLOYMENT OPPORTUNITIES | Without unfair discrimination Without stereotyped thinking |
| EVALUATION OF RECRUITMENT | Productivity Quality Costs Time Soft data |
| POTENTIAL MISTAKES IN RECRUITMENT | 1.Not accurate data base about employees and candudates 2.Not up-to date job description 3.Without plan 4.Descending standards of requirements 5.Using limited channels |
| SELECTION | Who can meet the job requirements Right person for the right job |
| SELECTION POLICY | Equal employment opportunity Quality of candidates Legal issues Costs |
| STEPS IN THE SELECTION PROCESS | Application form Preliminary interview Tests Interview Background investigation Final selection Medical examination Placement on the job |
| PRELIMINARY INTERVIEW | Characteristics: They are brief and standardized Carried out in a non-discriminatory and efficient way Usually by phone |
| INTERVIEW Types | Unstructured and structured Indivudual and panel group Situational Behavioral Stress interviews |
| The sucess of the interview depends on: | The interviewer The applicant The interview process |
| Guidelines for interviewing | Planning Structure of the interview Friendly athmosphere Evaluation |
| SELECTION DECISION | Line manager Based on overall impression Discuss all the relavant circumstances of the employment Sign the labour contract |
| EVALUATION OF SELECTION PROCESS | Quality Costs Time Satisfaction |
| ORIENTATION | The introduction of new employees to their job, colleagues, and the organization. |
| TRAINING AND DEVELOPMENT | Acquisition of required attitudes, skills and knowledge to fascilitate the achievement of employee career goals and the organizational strategic business objectives. |
| Training | Emphasises immidiate imrovements in job performance via the procurement of specific skills. |
| Development | Aims to prepare the employee for future job responsibilities through the acquisition of new experiences, knowledge skills and attutude. |
| SYSTEMATHIC TRAINING MODEL | 1. Assessment 2. Activity 3. Evaluation |
| COMPENSATION - REMUNERATION | What employees receive in exchange for their work. Rewars: - Non-financial (job and environment) - Financial |
| Salary – base pay | Based on job evaluation Methods: - seniority - skill based pay - pay for performance |
| Performance appraisal | Determining how well employees are doing their job Agreeing on new objectives Establish plan for performance mangement. |
| Incentives | Inducement or supplemental reward that serves as a motivational device for a desired action or behavior. |
| Benefits | - Indirect and non-cash compensation paid to an employee. - Some benefits are mandated by law |
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