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KENYA METHODIST UNIVERSITYFaculty of Arts and Science

Deart!ent of "usiness Ad!inistration

  #ourse Title$ Hu!an Resources Mana%e!ent

  #ourse #ode$ "USS &&'

  Date due$ (t) No*+&'',

1. Meaning & origin of HRM

2. Acquisition of Human Resources

a.) Human Resource Planning

 b.) Job design

c.) Recruitmentd.) Selection

3. e!elo"ing Human Resourcesa)."lanning and de!elo"ment

 b).training

c).management de!elo"ment

#. Moti!ation of t$e $uman resources

a).%$eories of moti!ation

 b).remuneration and reardc).em"lo'ees in!ol!ement

d).leaders$i"

e).(obs satisfaction and morale

. Maintaince of $uman resources

a).em"lo'ee elfare b).social securit'

c).grie!ance $andling

e).trade unions

Recommended Readings

1).Mic$ael* A. +2,,-).Human Resource Management "ractice.

2). .A./ole +2,,2).Human and "ersonnel management

3).An' ot$er rele!ant $r boo0.

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#).Jo$n . Miner & onald P. /rane +1)* Human Resource Management Har"er

/ollins Publis$er4s

References.

1).5ane 6ale' &Art$ur 7$atel' +189) "ersonnel management .#t$

 :dition. 7est "ublis$ing com"an' .;SA

2).Mic$ael Armstrong +2,,-).Human Resource Management Practice 1, t$e :dition

6ogan "age. 5ondon

Assignment

1).iscuss t$e current issues for $uman resources management and "oint out t$e

c$allenges to t$e $uman resources management. +1, mar0s)

Common Human Resource Management Challenges

These are just a few of the people related challenges that Profiles International tools will help you solve:

 Expensive and Resource Draining Turnover Inadequate team development

it and miss hiring practices Poor jo! fit

Ineffective managers Poor wor"force development

igh a!senteeism #u!standard productivity

Poor #ales Effectiveness  Poor responses to stress and conflict

Poor customer service Poor $pplication %anagement

Dishonest employees Poor Employee Engagement Poor Employee %otivation

outsourced or "erformed b' line<managers or ot$er de"artments.

• 7or0force "lanning

• Recruitment +sometimes se"arated into attraction and selection)

• =nduction and >rientation 

• S0ills management

• %raining and de!elo"ment

• Personnel administration

•

/om"ensation in age or salar' • %ime management

• %ra!el management +sometimes assigned to accounting rat$er t$an HRM)

• Pa'roll +sometimes assigned to accounting rat$er t$an HRM)

• :m"lo'ee benefits administration

• Personnel cost "lanning

• Performance a""raisal conce"t

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"asic O*er*ie-s of Hu!an Resource Mana%e!ent

rief >!er!ie of Human Resources Management +lin0s are listed belo)

5in0s to 5ists of Articles and >t$er 5in0s +lin0s are listed belo)

.ettin% t)e "est E!loyees

Staffing << 7or0force "lanning

Staffing << S"ecif'ing Jobs and RolesStaffing << Recruiting

Staffing << >utsourcing +$a!ing ser!ices and functions "erformed b' non<em"lo'ees)

Staffing << Screening A""licants

Staffing << Selecting +Hiring) ?e :m"lo'ees

/ayin% E!loyees 0and /ro*idin% "enefits1

enefits and /om"ensation

Trainin% E!loyees

/areer e!elo"ment:m"lo'ee >rientation

5eaders$i" e!elo"ment

Management e!elo"mentPersonal e!elo"ment

Su"er!isoral e!elo"ment

%raining and e!elo"ment

Ensurin% #o!liance to Re%ulations

Personnel Polices and Records

:m"lo'ee 5as* %o"ics and =ssues

:t$ics < Practical %ool0it

Ensurin% Safe 2or3 En*iron!ents

i!ersit' Management

ealing it$ rugs in t$e 7or0"lace

:m"lo'ee Assistance Programs:rgonomics Safe @acilities in t$e 7or0"lace

ealing it$ H=BA=S in t$e 7or0"lace

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Personal 7ellness

Pre!enting iolence in t$e 7or0"lace

:nsuring Safet' in t$e 7or0"laceSu""orting S"iritualit' in t$e 7or0"lace

i!ersit' Management

Sustainin% Hi%)4/erfor!in% E!loyees

:m"lo'ee Performance Managementrou" Performance Management

=nter"ersonal S0ills

Personal Producti!it'Retaining :m"lo'ees

2).escribe t$e "rocess of man"oer "lanning and !i!idl' discuss t$e "rocess ofrecruitment. +1, mar0s)

%$e main stages are identified belo.

Recruit!ent Acti*ities

=dentif' !acanc'

Pre"are (ob descri"tion and "erson s"ecification

Ad!ertise

Managing t$e res"onse

S$ort<listing

isits

References

Arrange inter!ies

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/onduct t$e inter!ie

ecision ma0ing

/on!e' t$e decision

A""ointment action

/rocess5edit6 Sourcin%

Sourcing in!ol!es 1) ad!ertising* a common "art of t$e recruiting "rocess* oftenencom"assing multi"le media* suc$ as t$e =nternet* general nes"a"ers* (ob ad

nes"a"ers* "rofessional "ublications* indo ad!ertisements* (ob centers* and cam"us

graduate recruitment "rogramsC and 2) recruiting researc$* $ic$ is t$e "roacti!e

identification of rele!ant talent $o ma' not res"ond to (ob "ostings and ot$errecruitment ad!ertising met$ods done in D1. %$is initial researc$ for so<called "assi!e

 "ros"ects* also called name<generation* results in a list of "ros"ects $o can t$en be

contacted to solicit interest* obtain a resumeB/* and be screened +see belo).

5edit6 Screenin% and selection

Suitabilit' for a (ob is t'"icall' assessed b' loo0ing for s0ills* e.g. communication*t'"ing* and com"uter s0ills. Eualifications ma' be s$on t$roug$ rFsumFs* (ob

a""lications* inter!ies* educational or "rofessional eG"erience* t$e testimon' of

references* or in<$ouse testing* suc$ as for softare 0noledge* t'"ing s0ills* numerac'*and literac'* t$roug$ "s'c$ological tests or em"lo'ment testing. =n some countries*

em"lo'ers are legall' mandated to "ro!ide equal o""ortunit' in $iring. usiness

management softare is used b' man' recruitment agencies to automate t$e testing

 "rocess.

Recruitment process

%$e 8 Ste"s to 7alsall /ouncils recruitment "rocess

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1. A !acanc' arises. Sometimes t$is is due to t$e creation of a ne (ob* on ot$er occasions it ma' be

 because an eGisting member of staff $as been "romoted or is retiring.

2. %$e (ob descri"tion is u"dated and an em"lo'ee s"ecification is ritten. %$e (ob descri"tion lists

t$e duties of t$e (ob $ilst t$e em"lo'ee s"ecification gi!es details of t$e eG"erience* s0ills and

abilities needed to carr' out t$e (ob.3. A !acanc' ad!ertisement is ritten and is circulated !ia 7alsall /ouncils ee0l' bulletin* Job

S$o" 7ee0l'. >t$er media can be used including nes"a"ers* internet recruitment sites* s"ecialist "ublications and t$e :m"lo'ment Ser!ice.

#. A""lication forms are sent out along it$ co"ies of t$e (ob descri"tion and em"lo'ee s"ecification

and must be returned on or before t$e closing date t$at $as been set. ie our a""l'ing for (obs

 "age for furt$er information.

. A s$ortlist is com"iled of a""licants $o are going to be in!ited to attend for inter!ie. %$is is

done b' t$e recruitment "anel $o com"are eac$ a""lication form it$ t$e requirements of t$e

em"lo'ee s"ecification. @eedbac0 can be "ro!ided +u"on request) to t$ose not s$ortlisted and

a""licants $a!e t$e rig$t to com"lain if t$e' feel t$e' $a!e been unfairl' treated.

-. =nter!ies are $eld. %$e "anel ill use t$e same set of questions it$ eac$ inter!ieee. %$e

inter!ie ma' include a selection test. @eedbac0 can be "ro!ided +u"on request) and unsuccessful

a""licants $a!e t$e rig$t to com"lain if t$e' feel t$e' $a!e been unfairl' treated. ie our

inter!ies "age for furt$er information.

9. References ill be requested. %$e successful a""licant for (obs or0ing in certain areas* includingor0ing it$ c$ildren or !ulnerable adults* ill be as0ed to a""l' for a criminal disclosure c$ec0t$roug$ t$e /riminal Records ureau +/R).

8. A""oint t$e successful candidate and arrange induction training.

A ritis$ Arm' etc. recruitment centre in >Gford.

5edit6 On7oardin%

I>nboardingI is a slang term $ic$ describes t$e introduction "rocess. A ell<"lannedintroduction $el"s ne em"lo'ees become full' o"erational quic0l' and is often

integrated it$ t$e recruitment "rocess.

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Recruitment Process

Recruitment Home & Recruitment Process

The recruitment and selection is the majorfunction of the human resource department

and recruitment process is the first steptowards creating the competitive strength andthe strategic advantage for the organisations'Recruitment process involves a systematic

procedure from sourcing the candidates toarranging and conducting the interviews andrequires many resources and time' $ generalrecruitment process is as follows:

( Identifying the vacancy: The recruitment process !egins with the

human resource department receivingrequisitions for recruitment from any

department of the company' These contain:

) Posts to !e filled) *um!er of persons

) Duties to !e performed) +ualifications required

• Preparing the jo! description and person specification'

• ,ocating and developing the sources of required num!er and type of employees

-$dvertising etc.'

• #hort/listing and identifying the prospective employee with required characteristics'

•$rranging the interviews with the selected candidates'

• 0onducting the interview and decision ma"ing

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1' Identify vacancy

2' Prepare jo! description and person specification

3' $dvertising the vacancy4' %anaging the response

5' #hort/listing6' $rrange interviews

7' 0onducting interview and decision ma"ing

The recruitment process is immediately followed !y the selection process i'e' the finalinterviews and the decision ma"ing8 conveying the decision and the appointment formalities'

3).Management de!elo"ment is a s'stematic "rocess of training and grot$ b' $ic$managerial staff gain and su""l' s0ills* 0noledge and insig$ts to manage t$e or0to t$eir organiations efficientl' and effecti!el'. =n t$e rig$t of t$is statement*

iscuss t$e need for management de!elo"ment and t$e management de!elo"ment

conce"ts +1, mar0s).

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Mana%e!ent De*elo!ent is best described as t$e "rocess from $ic$ managers

learn and im"ro!e t$eir s0ills not onl' to benefit t$emsel!es but also t$eir em"lo'ing

organisations.

%$e increasing use of com"uters

:ducation eGtends into adult life. 5ifelong learning becomes a necessit' andeducational institution and enter"rises must recognie t$e s"ecial education

needs for adults.

%$e "ro"ortion of 0noledge or0ers ill increase and t$e need for s0illor0ers ill decrease $ic$ ma' require more training in 0noledge*

conce"tual and design s0ills.

%$e s$ift from manufacturing to ser!ice industr' requires retraining in "re"aration for t$e ne "ositions.

%$e c$oice of educational o""ortunities ill increase. @or eGam"le man'

com"anies are alread' conducting t$eir on training "rograms.

%$ere ma' be greater coo"eration and interde"endence beteen t$e "ublic and

 "ri!ate sector  =nternationaliation ill continue and managers in different countries must

learn to communicate and ada"t to eac$ ot$er. /om"anies need to train it$ a

global "ers"ecti!e.

in!estment in !ana%e!ent de*elo!ent can $a!e a direct economic benefit

to t$e organisation.

2)at !ana%e!ent de*elo!ent includes

• structured informal learning or0<based met$ods aimed at structuring t$e

informal learning $ic$ ill ala's ta0e "lace• formal training courses of !arious 0inds from !er' s"ecific courses on tec$nical

as"ects of (obs to courses on ider management s0ills

• education $ic$ mig$t range from courses for +"er$a"s "ros"ecti!e) (unior

managers or team leaders

Aroac)es to Mana%e!ent De*elo!ent

• 'sfunction anal'sis

• Mentoring

•

/oac$ing• Job rotation

• Professional de!elo"ment

• usiness 7or0flo Anal'sis

• ;"ard feedbac0

• :Gecuti!e education

• Su"er!isor' training 

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5edit6 Action 8earnin%

Man' management qualifications no $a!e an action learning element. Action 5earning

recognises t$at indi!iduals learn best from eG"erience* so t$at "rocess is structured.Action 5earning sets allo indi!iduals to tr' out different a""roac$es to sol!ing issues

and "roblems..K#L

5edit6 #oac)in%

 Main article: business coaching  see also  Main article: executive coaching 

•

o An effecti!e learning tool

o =m"act on bottom lineB"roducti!it'

o =ntangible benefits

o Aids im"ro!ement of indi!idual "erformanceo %ac0les under"erformance

o Aids identification of "ersonal learning needs

5edit6 Mana%e!ent education

>ne of t$e biggest grot$ areas in ;6 education since t$e earl' 18,4s $as been t$e

grot$ of uni!ersit' le!el management education. As ell as ee0l' "art timeattendance at /ollegeB;ni!ersit' man' students are also underta0ing distance learning.

7$ereas t$ere ere onl' to business sc$ools in t$e earl' 19,4s* t$ere are no o!er a

$undred "ro!iders offering undergraduate* "ostgraduate and "rofessional courses.

#). iscuss in details t$e "rocess of collecti!e bargaining citing t$e requirements for

collecti!e and factors t$at in$ibit collecti!e bargaining. +1,mar0s)

 ?ote /larit' of eG"ression is required and use of rele!ant eGam"les is encouraged.

conce"ts