Personal Management

Functions in Organization
Managerial Functions
Operative Functions

Human Resource Management

Managing Human Resource
Maximization of the performances and manages the human capital of a firm

Staffing or Personnel Management

Process of Hiring, positioning in an organization

Human resources
are the people who makes the workforce of an organization
 Human Capital
 Talent
 Labour
 Personnel

Managerial Functions
-Planning
-Organizing
-Directing
-Controlling

Operative Functions
-Employment
-Training and Development
-Remuneration
-Working Conditions
-Motivation
-Personnel Records
-Industrial Relations
-Morale studies & Personnel Research

Objectives of Staffing & Personnel Management

-To Procure the right type of people
-To train and develop
-To develop Personnel Policies
-To establish desirable working relationships
-To ensure satisfaction of the needs of the employees
HR activities
- Determine needs if the staff
- Determine to use temporary staff or hire employees to fill this need
- Recruit or train the best employees
- Supervise the work
- Manage employee relations, unions, and collective bargaining
- Prepare employee records and personnel policies
- Ensure high performance

The Role of the Human Resource Manager

-Personnel records
-Insurance Benefits
-Unemployment compensations
-Personnel research
-Motivation

ManPower Planning
-is a process of determining and ensuring that the organization will have an
adequate number of qualified personnel.
Significance:
-Shortage and surplus will be revealed
-Manpower forecasting
-Reducing the labour cost
-To identifying talents
Job analysis
is a systematic collection and compilation of data about each job in the organization
to redesign each job in such a manner so as to distinguish it from the other jobs

Job Specification
-A statement of qualifications required to perform a specific job.
-It is a document which states the minimum acceptable human qualities to perform
a job properly. These may relate to:
-Educational Qualification
-Training and Experience
-Physique and health
-Personality
-Mental abilities
 -Maturity
-Creativity
-Aptitude

Planning & Process of Human Resource Management

Competencies
are defined as observable abilities, skills, knowledge, motivations or traits defined
in terms of the behaviors needed for successful job performance

Human resource
planning is a process that identifies current and future human resources needs for
an organization to achieve its goals.

Competitive Market
- The so-called war talent has driven a mark increase of attention and investment in the
talent management space as new vendors continue to enter to support an ever-growing
demand for strategic human resources application.

Human resource planning

is a process that identifies current and future human resources needs for an
organization to achieve its goals.

Tools and Technologies

Human resources use various tools and technologies to achieve goals, especially
when it comes to strategic planning.

Social Media
- This discipline emphasizes harnessing social media for effective human resource
management.

Management Information Systems (MIS)

- Systems designed to support the activities of company or organizational management.

Policy
Policies are set to assist in SHRP.

Common Policies
Equal Employment Opportunity Policies
Employees Classifications
Workdays, Paydays, and Pay Advances
 Overtime Compensation
Meal Periods and Break Periods
Payroll Deductions
Vacation Policies
Holidays
Slick Days and Personal Leave
Performance Evaluations and Salary Increase
Performance Importance
Termination Policies

BEHAVIORAL SCIENCE
- Behavioral Science is the scientific study of human behavior.

THEORIES

Strategic Human Resource Management

- “Critical importance of human resources to strategy, organizational capability to adapt
to change and the goals of the organization”

Resource Dependency Theory

- The that organizations are not self sustaining there thy must depend on outside
resources to stay functioning.

History
- High-commitment management firms are designed by their founders or transformational
chief executives sustained high commitment from employers.

Self-Directed Work Teams

- “the individual became a team and the team gave itself wholeheartedly and spontaneously
to cooperation”.

Interview Programs
- It is discovered that the interview program set up by the study inherently gave the
employees a sense of higher purpose.

Problem-Solving Teams
- Teams working without coercion form above or limitation from below could astonish even
their own expectation of themselves.

Cross Training
- It is discovered that the training brought the employees together and formed a
connection in which all the employees were dedicated to the company’s mission.

Difference from Other Management Strategies

- High commitment practices assume natural theories of motivation rather than
considerably different rational theories of motivation.

Employee Motivation
- Practices and strategies from rational system management are extreme. The rational
system focuses on either punishment or incentives.

Employee Control
- The rational system of management discourages job autonomy, believing that such
freedom will only lower productivity because employees will elect not to work.

Influence on Corporate Structure

- Institutions with rational management tend to have a steep hierarchy with many ranks
between floor-workers and executives.

Human Resource Accounting

is the process of identifying and reporting investments made in human resource of
an organization that are presently unaccounted for in the conventional accounting practice.
Methods

Cost Approach
- This method is also called an acquisition model. This method measure the organization’s
investment in employees using five parameters; recruiting, acquisition, formal training and
familiarization, informal training and familiarization, and experience and development.

Replacement Cost Approach

- This approach measures the cost of replacing an employee.

Present Value of Future Earnings

- This method helps in determining what an employee’s future contribution is worth today.

Value of The Organization

- When an organization had several divisions seeking the same employee, the employee
should be allocated to the highest bidder and the bid price incorporated into that
division’s investment base.
Expense Model
- This model focuses on attaching dollar estimates to the behavioral outcomes produced
by working in an organization.