06-Human Resource Management
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Transcript of 06-Human Resource Management
HUMAN RESOURCES MANAGEMENT
Lecture Notes for Business IntroductionFahmy Radhi
04/11/23 Lecture Notes for Business Introduction
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HUMAN RESOURCES MANAGEMENT
Set of Organizational activities directed at attracting, developing, and maintaining an effective workforceThe process of acquiring, training, terminating, developing, and properly using the human resources in an organization
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The HRM Process1. Human Resource Planning: Forecasting
Demand Supply and Job Analysis2. Staffing the Organization: Recruitment,
Selecting, and Orientation3. Developing the Workforce: Training
and Performance Appraisal4. Compensation and Benefit: Wages and
Salaries, Incentive and Benefit Program
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Human Resource Planning
Job Analysis – determining the tasks, the skills, abilities and responsibilities needed to perform the jobJob Description – a statement about a job’s duties Job Specification – A statement of the human qualification needed to perform a job
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Human Resource Planning
Forecasting the demand - estimating the personnel needs of organization
Forecasting the supply of labour:Internal SupplyExternal Supply
Matching Demand with Supply
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04/11/23 Lecture Notes for Business Introduction
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Recruiting
Recruitment – Steps taken to staff an organization with the best qualified people
Sources:Internal recruitingExternal recruiting from worker unions, university, employment agencies
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Selection and Orientation
Selection – evaluating and choosing the candidates. Selection Process: application form, Tests, and Interview
Orientation – A procedure for providing new employees with basic background information about the firm
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Training and Development
Training – supplying the skills, knowledge, and attitudes needed by employees to improve their abilities to perform their job On-the Job Training Off-the Job Training
Development – preparing someone for the new and greater challenges and more demanding job
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Performance Appraisal
Performance Appraisal – appraising the employee’s performance in relation to job standards and then providing feedback to the employee
Methods:Subjective Performance appraisal – performance criteria and rating scale are not definedObjective Performance Appraisal – performance criteria and the method of measurement are specifically defined
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Performance Appraisal Results
Promotions – job changes that lead to higher pay and greater responsibilitiesTransfers – Lateral moves from one position to the other having similar pay and a similar responsibility levelDemotion – A movement from one position to another that has less pay or responsibilitySeparation – departure of an employee from an organization
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Compensation
Compensation – determining an employee’s performance initial wages, making changes to wages, and offering accompanying benefits
Types:Direct Compensation – an employee’s base pay and performance base payIndirect compensation – protection programs, private protection, and other benefitsWages – Compensation based on time worked and number of units produced
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Motivating
Motivation – the way drives or needs direct a person’s behavior toward a specific goals
Motivation Theories:Classical TheoryBehavior TheoryContemporary Theories:Maslow’s Hierarchy Model, Theories X an Y, Two-Factor Theory, Expectancy Theory and Equity Theory
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Maslow’s Needs Hierarchy
Five needs arranged in a hierarchy:1. Physiological Needs - biological need2. Security Needs – to be financially secure
and protected against job loss3. Social Needs – to belong and to interact
with other people4. Esteem Need – the need for self-respect
and for respect from other5. Self-Actualization Need – the need to use
and display one’s full range competence
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04/11/23 Lecture Notes for Business Introduction
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McGregor’s Theory X and Theory Y
Theory X employees dislike work, responsibility, and accountability and employees must be closely directed and controlled to be motivated
Theory Ywant to be challengelike to display creativityhighly motivated to perform well if given some freedom to direct or manage their own behavior