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2.1 FUNCTIONS & EVOLUTION OF HUMAN RESOURCE MANAGEMENT (Internal and…
2.1 FUNCTIONS & EVOLUTION OF HUMAN RESOURCE MANAGEMENT
HRM
- the strategic approach to the effective management of an organisation's workers so that they help the business achieve its objectives and gain a competitive advantage
Human Resource Planning
forecasting the number of employees required
forecasting demand for the firm's product
productivity level of staffs
objectives of business
changes in law regarding workers' rights
labour turnover and absenteeism rate
forecasting the skills required
the pace of technological changes in industry
the need for flexible, multi-skilled staff
Labour Turnover
measures the rate at which employees are leaving an organisation
(number of employees leaving in 1 year)/(average number of employee employed) x 100
advantages
low-skilled and less productive staff might be leaving
new ideas and practices are brought into the organisation
disadvantages
costs of recruiting, selecting and training new staffs
poor output levels and customer service due to staff vacancies
difficult to establish loyalty and regular, familiar contact with customers
difficult to establish team spirit and stable work groups
Internal and External factors that influence HRP
DEMOGRAPHIC CHANGE
natural ppulation growth/decline
net migration (immigration)
ageing population
CHANGES IN LABOUR MOBILITY
occupational
extent to which workers are willing and able to move to different jobs requiring different skills
geographical
extent to which workers are willing and able to move geographical region to take up new jobs
relocation grants for key public sector workers
job centres and other gov offices to advertise job vacancies nationally
training and retraining programs for the unemployed
NEW COMM TECH.
finding more efficient ways of producing goods and services
RECRUITMENT
the process of identifying the need for a new employee, defining the job to be filled and the type of person needed to fill it, attracting suitable candidates for the job and selecting the best one.
selection process
establish the exact nature of the job vacancy and draw up a job description
draw up a person specification
prepare a job ad reflecting the requirements of the job and the personal qualities looked for
draw up a shortlist of applicants
conduct interviews
TRAINING
work-related education to increase workforce skills and efficiency
types
on-the-job training
off-the-job training
cognitive training
behavioural skills training
EMPLOYEE APRAISAL
the process of assessing the effectiveness of an employee judged against preset objectives
types
formative
summative
360-degree feedback
self-appraisal
DISMISSAL OF EMPLOYEES
REDUNDANCIES
when a job is no longer required so the employee doing this job becomes redundant through no fault of his/her own
EMPLOYMENT PATTERNS & PRACTICES
part-time and temporary employment contracts
teleworking from home
flexible hours contract
portfolio working
Outsourcing, Offshoring & Re-shoring as HR Strategies
non-core HR functions and can be outsourced
payroll admission
employee recruitment
training and development
human resources info system
HR functions that should not be outsourced
change management
strategic HR planning
cultural change programmes
specialised training
Influencing HR practices & Strategies
INNOVATION
innovation
in
HRM
higher productivity
high labour retention
attraction of high-quality employees
innovation
through
HRM
delegation to junior managers
extensive and continuous training prog
regular appraisals
ETHICAL CONSIDERATIONS
lack of cultural awareness
bribery
pay
CULTURAL DIFFERENCES
culture of the org
soft HRM
hard HRM
national cultures