Chapter 7 Flashcards
Human resource management (HRM)
(4)
A strategic approach to acquiring, developing, managing and motivating an organisations people
Objectives of HRM
to meet the organisations, social and legal responsibilities, relating to staff and employment.
To develop ineffective pool of employees which will respond effectively to change.
To obtain and develop the human resources required by the organisation, and to motivate them to effectively.
To maintain effective working relationships within the organisation had to deal with disputes as they arise.
HRM interface with finance
Costs of meeting social legal responsibilities
Affording and managing payroll, ensuring happy staff
Budgeting for appropriate reward packages
Supplying data to support appraisal of employees
Contents of a typical human resource plan
strategic review of the company staff’s current strengths, weaknesses, opportunities and threats.
audit of existing HR staff – providing an overview of the companies current staff in terms of the numbers and skills
forecast, demand and supply – based on predicted future needs
action plan to reconcile any gaps between demand and supply.
Points to consider when recruiting
Can the rule be filled by promotion from within the organisation?
Job redesign – is the role necessary systems change?
Do these tasks require a human asset or could they be automated?
Do these tasks require an employee to undertake them look at this role be subcontracted?
Job analysis
The process of collecting, analysing and setting out information about the content of jobs to provide the basis for a job, description and data for recruitment, training, job, evaluation, and performance management.
Job description
Detailed account of the job role and the key tasks involved in carrying out that role, including job, title, department, location, and wage
A person specification
Define the required or desirable set of role specific attributes for the job 
The person specification
Badpigs
Background, - family background, occupations of family, previous experience
Attainments – education, qualification
Disposition – goals, motivation, dependability
Physical, make up – appearance, speech, health
Interests – social and artistic
General intelligence – problem, solving abilities,
Special aptitudes – languages, competency
Screening
A way of removing the least suitable initial applicants 
Proficiency tests
Measurability to do the work involved, for example a proof reading test for proofreading job
Psychometric tests
Into establish a wide psychological profile, covering, for example, intelligence, personality, and motivation
Training
Planned and systematic modification of behaviour through learning events, programs and instruction which enable individuals to achieve the level of knowledge skills and competence to carry out their work effectively
Development
Growth or realisation of a persons ability and potential through the provision of learning and educational experiences 
The four levels of evaluation of training and development (Kirkpatrick)
Level one – reaction from recipient
Level two - learning expansion (e.g. test understanding before and after)
Level three – behavioural impact (observe recipient overtime)
Level four – results (measure impact on entity through KPIs) 
