Post on 23-Mar-2019
HUMAN RESOURCES
MANAGEMENTPrepared By:
Ratna Dwi WulandariDepart. Health Policy & Administration
School of Public Health – University of Airlangga
Definition…• Management of activities undertaken to attract,
develop, motivate and maintain a high performing workforce within the organization (Bowin & Bruce, 2001)
• The design of formal systems in an organization to ensure the effectiveness and efficient use of human talent to accomplish the organizational goal (Mathis, 2000)
Staffing Process
Human Resources Planning
Recruitment
Orientation and
Placement
Training and
development
Transfer
Termination
Performance appraisal
Selection
(Stoner, 1986)
Human Resources Planning• A process which anticipates and maps
out the consequences of business strategy on an organization's human resources. This is reflected in planning of skill and competence needs as well as total headcounts
Human Resources Planning (Cont’d)The manpower planning approach which addresses questions such as:
How many staff do we have/need?How are they distributed?What is the age profile?How many will leave in each of the next five years? How many will be required in one, five, ten years?
JOB ANALYSIS
• The systematic process of determining the skills, duties, and knowledge required for performing specific job in an organization (Mondy et al, 2002)
• Process of obtaining information about jobs by determining what the duties, task, or activities of job are (Sherman & Snell, 1998)
Benefit of Job Analysis
Task/Duties Responsibilities Activities
Human Resources Planning
Recruitment
Selection
Human Resources Development
Compensation & Benefits
Safety & Health
Employee & Labor Relations
Human Resources Research
Equal Employment
Organizational Structure
Knowledge Skills Abilities
Job Analysis
Job Description
Job Specification
Performance Appraisal
Job Description• Statement of the task, duties, and
responsibilities of a job to the performed
Job Specification• Statement of the needed of knowledge,
skills, and abilities of the person who is to perform the job
• Minimum acceptable qualifications that a person should possess in order to perform a particular job
Job Analysis ProcessJob analysis planning:a. Identify the job b. Choose the job will analysisc. Decide the data and information d. Decide the methode. Decide the source of information f. Decide enumeratorg. Decide who is responsible
Collect the information
Data analysis
Job description
Job specification
Job Analysis Methods
1. Interview (individual, group, supervisor)2. Observation (time & motion study):
a. Continuousb. Intermittent (work sampling)
3. Questionnaire4. Daily log5. Benchmarking
Recruitment• The process of attracting individuals
on a timely basis, in sufficient numbers, and with appropriate qualifications, and encouraging them to apply for jobs with an organization (Mondy, 2002)
The Recruitment Process
Human Resources Planning
Alternative to recruitment
Recruitment
External SourcesInternal Sources
Internal Method External Method
Satisfied Recruited Individual
Internal Environment
External Environment
Internal method• Management and skill inventories• Job posting (a technique that permits
they posses the required qualifications to apply for posted job)
• Job bidding (a procedure for communicating to company employees the fact that the job are exists)
External Method• Advertising• Special events (Ex: Job fair)• Walks in• Others organization• Agency• Open house• Nepotism
Selection
• The process of choosing from a group of applicant those individuals best suited for a particular position and organization (Mondy, 2002)
Selection (cont’d)
Work skills and motivation
Reading and material skills
Applicant work experience
Verbal skills
Math skills
S e l e c t I o n
OrientationProcedure to give information to new employee about:
– Vision, Mission & Goal organization– Organizational culture– Job characteristic
Orientation (cont’d)Goals of orientation programs
1. Celebration2. Speeding time to
productivity 3. Anticipating & answering
their questions4. Becoming part of the team
Human Resources Development
• Planned, continuous, effort by management to improve employee competency levels and organizational performance through training, education, and development program
Training
Activities that serve to improve an individual’s performance on currently held job or one related to it
Education
Consist of learning new skills, knowledge and attitude that willenable the employee to assume a new job involving different taskat some future time
Development
Involves learning oriented to both personal and organizational growth but is not restricted to a specific present or future jobs