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TOPIC 5: Human resources activities - page 279 - Coggle Diagram
TOPIC 5: Human resources activities
- page 279
Human resource
a set of individual who make the workforce of an organization, business sector and economy
HR activities
1) Training or learning and development
Training or learning development is a development of human expertise to improve performance.
Purpose
to match organization and individual needs
to increase effectiveness of the individual, group and organization
Benefit
1) Help to improve the availability, skills and quality of staff
2) Increase the confidence, commitment and motivation of staff
3) Provide recognition, enhanced responsibility and the possibly of increased pay and promotion
4) Give a feeling of personal satisfaction and achievement and broaden the opportunities for the career progression.
2) Talent management / staffing
the
systematic attraction, identification, development, engagement/retention and deployment
to those individuals with high potential who are particular value to organization
The activities of
hiring new full-time
or
part time employees
or
terminating employees' contract
Responsibilities
Recruitment and selection
performance management
Training and development
Succession planning
Employee engagement
The strategic approach to
gaining competitive advantages
Improving retention and succession planning of high performers
Increasing reputation as an employer of choice
Making the organization more attractive to work in for external talent
Increasing diversity of the workforce
The success of the organization
3) Performance management or compensation
a process which brings together many aspects of people management
1)
Performance improvement
- at individual team, department and organisational levels
2)
staff development
1) improve performance
2) enhance performance
3) managing behavior and attitudes
CPID definition
- is about establishing a culture in which individuals and groups take responsibility for the continuous improvement of business process and their own skills, behaviors and contributions
is about sharing expectations
Managers can clarify what they expects individuals and teams to do
And, the individuals and teams can communicate their expectations of how they should be managed and what they need to do with their jobs
is about
interrelationship
and
about improving of relationship
between the managers and teams, between members of teams and so on
4) Employee relation/employee-labor relation
Relationship between the policies and practices of the organizations and its staff and the behavior of work groups
In order to understand the employee relation situation, it is necessary to consider
2) The ideology and motive of parties involved
3) legal
1) the ideology and motive of institutions involved
4) Behavior dimentions
Employee relation's policy will be influenced by such factors:
4) Arrangement for collective bargaining (perundingan)
5) The structure and strengths of trades unions (kesatuan sekerja)
3) The nature of staff employed
6) Preference of the parties for freedom of action from outside influence
2) Its structure and methods of operation
7) The philosophy of top management and their attitudes towards the management of employee relations
1) The type, nature and size of organization
5) HR planning / safety and health
need to plan the HR because it will be costly if not being correct staffing
Understaffing
: losing the business
Overstaffing
: Wasteful resources and expensive
Steps
1) Predict manpower (tenaga kerja) plans
2) Design job description and requirement
3) Find adequate resources
4) Boost younger by appointing them to higher posts
5) Best motivation for internal promotion
6) Look after the expected losses due to retirement, transfer and other issues
7) See the replacement due to accident, death, dissmisal and promotion
McCellant achievement motivation theory
1) A need for achievement
motivate to achieve something but they want to accomplish something in life
Managers need to study factors that drive people to achieve something
People with this type will set goals that challenging but realistic
2) A need of power
motivate to do something because they need to be perceived as important
do not like to have feedback and not open for any feedback
enjoy competition and winning
have a need to direct and influence others
3) A need of affiliation
People will favor cooperation more than competition
dont go well with the need of power
need for friendly relationship and human interaction
4) A need for avoidance
motivate to do something but dont wish to perform at the forefront.
Avoid unpleasent situation
Fear of failure and rejection