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) 
Steps in managing performance
Step one – identify assessment criteria
Step, two – agree, performance levels
Step, three – monitor
Step four - periodic performance reviews
Appraisal
A systematic review and assessment of an employees performance, potential and trading l needs
The purpose of appraisals/reviews
One – reward review – determine with the employee deserves a bonus or pay increase
Two – performance review – for planning and following up on training programs
Three – potential review – to determine individuals, likely career path and help them achieve the progression 
Define levels of Maslows hierarchy of needs
Self actualisation
Esteem needs
Social needs
Safety needs
Physiological needs
Self actualisation
Fulfilling one’s potential
Esteem needs
An opportunity to gain social status and feel self-worth
Social needs
I sense of belonging to a team. A chance to meet and socialise with like-minded people.
Safety needs
More job, security, safe and comfortable, working conditions
Physiological needs
The most basic needs for human existence, e.g. food and shelter 
The four different types of feedback
Intrinsic – within the organisation
Extrinsic – from the environment, e.g. from a customer
Concurrent – during the act
Delayed – after the task 
Interface with finance
Finance functions involvement in HRM
Recruitment – analyse/advice - on job design and the need for recruitment/costs of alternatives
Training and development – analyse/advise/apply – in relation to evaluation of training, and therefore putting acumen into future, training and development, decisions
Performance management – analyse/advise/apply – in connection with appraisals and feedback,
Motivating and rewarding staff – analyse/advise/apply – in relation to how employees should be motivated, as well as in connection with budgeting 
