Role

MGT-
MGT- 101
101
Communication Indirect Direct
Labor Collective Bargaining
Individual Contracts
Management Contracts
Initiatives Piecemeal Integrated
Management
Human Resource Management Actions
Procedure Business Needs
Decision Making Slow Fast
Module 1 Job Design Division of Labor Divided into groups or teams
Primarily on mundane Treat manpower of the
Topic/Lesson: The Human Capital and People Management activities like employee organization as valued
Focus
hiring, remunerating, assets, to be valued, used
Introduction training, and harmony. and preserved.

 Managing human capital is always a challenge.

 Effective human resources management is one of the most important NATURE OF HUMAN RESOURCE MANAGEMENT
considerations.
Lawrence Appley remarked, management is personnel administration. This
 HR management is more on empowering and nurturing our personnel. view is partially true as management is concerned with the efficient and effective use of
 We cannot equate human capital with financial assets and other material both human as well as non-human resources. Thus, human resource management is
resources of business, for human capital is always a “priority in the order of only a part of the management process.
battle”.
The nature of the human resource management has been highlighted in its following
“Human capital is more important than managing any physical resources since human features:
capital are the one who produce products and they help increase the productivity and
profitability of a business” 1. Inherent Part of Management: Human resource management is inherent in the
process of management. This function is performed by all the managers throughout the
Personnel Management organization rather that by the personnel department only.
 workers viewed as tool 2. Pervasive Function: Human Resource Management is a pervasive function of
 focused on employee hiring and training management. It is performed by all managers at various levels in the organization.
HR Management 3. Basic to all Functional Areas: Human Resource Management permeates all the
functional area of management such as production management, financial
 workers are viewed as asset management, and marketing management. That is every manager from top to bottom,
 treat manpower as an asset, to be valued, used and preserved working in any department has to perform the personnel functions.
Basis for 4. People Centered: Human Resource Management is people centered and is relevant
Personnel Management HR Management
Comparison in all types of organizations. It is concerned with all categories of personnel from top to
Meaning The aspect of management The branch of management the bottom of the organization.
that is concerned with the that focuses on the most
work force and their effective use of the manpower 5. Personnel Activities or Functions: Human Resource Management involves several
relationship with the entity is of an entity, to achieve the functions concerned with the management of people at work. It includes manpower
known as Personnel organizational goals is known planning, employment, placement, training, appraisal and compensation of employees.
Management. as Human Resource
Management. 6. Continuous Process: Human Resource Management is not a one-shot function. It
Approach Traditional Modern must be performed continuously if the organizational objectives are to be achieved
Treatment of smoothly.
Machines/Tools Asset
Manpower
Type of Function Routine Strategic 7. Based on Human Relations: Human Resource Management is concerned with the
Basis of Pay Job Evaluation Performance Evaluation motivation of human resources in the organization.
Management Transactional Transformational
  We train and motivate employees and employers to proactively adapt to broad Let us consider a few important definitions of job analysis.
spectrum of today’s technological and social changes - not only for corporate
growth, but to contribute to society at large through specialized training geared Jones and Decothis “Job analysis is the process of getting information about jobs:
towards development of individuals and organizations. specially, what the worker does; how he gets it done; why he does it; skill, education
 More specifically, the goal of human resources development training is “the and training required; relationship to other jobs, physical demands; environmental
conditions”.
integrated development of mind, skills and body”.
Edwin B. Flippo has defined job analysis as the process of studying and collecting
Objectives of human resource management:
information relating to the operations and responsibilities of a specific job. The
1. To procure right type of persons at right time and at right job. immediate products of this analysis are job descriptions and job specifications.
2. To ensure effective utilization of human resources.
Herbert G. Hereman III, et. al., “A job is a collection of tasks that can be performed
3. To ensure development of human resources.
by a single employee to contribute to the production of some product or service
4. To provide them right kind of training to increase their productivity.
provided by the organization. Each job has certain ability requirements (as well as
5. To ensure their welfare needs.
certain rewards) associated with it. Job analysis is the process used to identify these
6. To satisfy them by providing monetary and non-monetary benefits.
requirements”.
7. To maintain high morale among the employees.
8. To ensure proper safety measures. Two major aspects of job analysis:
Scope of human resource management: 1. Job Description
2. Job Specification
1. Manpower planning means determining the number and kind of personnel
required to fill various positions in the organizations. Job Description
2. Recruitment, selection, placement of personnel.
3. Training and development of employees.  prepared on the basis of data collected through job analysis
4. Performance appraisal of the employees.  is a functional description of the contents what the job entails
5. Motivating the employees by providing them proper financial and non-  narration of the contents of a job
financial incentives.  description of the activities and duties to be performed in a job, the relationship of
6. Social and welfare security of the employees. the job with other jobs, the equipment and tools involved, the nature of
7. Audit of personnel policies, procedures, and practices of the organization. supervision, working conditions and hazards of the job and so on

Module 2 All major categories of jobs need to be spelled out in clear and comprehensive manner
to determine the qualifications and skills required to perform a job. Thus, job
Topic/Lesson: Job Analysis: Concept, Uses and Process of Job Analysis description differentiates one job from the other. In sum, job description is a
written statement of what a job holder does, how it is done, and why it is done.
Job
Purposes of Job Description
 May be understood as a division of total work into packages/positions.
 According to Dale Yoder, “A job is a collection or aggregation of tasks, 1. Grading and classification of jobs
duties and responsibilities which as a whole, is regarded as a regular 2. Placement and Orientation of new employees
assignment to individual employees and which is different from other 3. Promotions and transfers
assignments”. 4. Outlining for career path
 May be defined as a group of positions involving some duties, responsibilities, 5. Developing work standards
knowledge, and skills. 6. Counselling of employees
7. Delimitation of authority
Job Analysis
Job Specification
 Refers to the process of collecting information about a job or the anatomy
of the job.  While job description focuses on the job, job specification focuses on the
 Performed upon ongoing jobs only. It contains job contents. person ex. the job holder.
 Job analysis can be defined as an assessment that describes jobs and the  Statement of the minimum levels of qualifications, skills, physical and other
behaviors necessary to perform them. abilities, experience, judgment and attributes required for performing job
effectively.
  Statement of the minimum acceptable qualifications that an incumbent must
possess to perform a given job.
 It sets forth the knowledge, skills and abilities required to do the job effectively.
 Specifies the physical, psychological, personal, social and behavioral
characteristics of the job holders.
 Job analysis by providing information about what a job entails i.e., knowledge
and skills required to perform a job, enables the management to design the
training and development programs to acquire these job requirements.
Employee development programs like job enlargement, job enrichment, job rotation,
etc.

Usages of Job Specification: 4. Placement and Orientation

1. Personnel planning  As job analysis provides information about what skills and qualities are required to
2. Performance appraisal do a job, the management can gear orientation programs towards helping the
3. Hiring employees learn the required skills and qualities. It, thus, helps management
4. Training and development place an employee on the job best suited to him/her.
5. Job evaluation and compensation
6. Health and safety 5. Job Evaluation
7. Employee discipline
8. Work scheduling  The job evaluation refers to determination of relative worth of different jobs. It, thus,
9. Career planning helps in developing appropriate wage and salary structures. Relative worth is
determined mainly on the basis of information provided by job analysis.
Job Evaluation
6. Performance Appraisal
 Comparative process of establishing the value of different jobs in a hierarchical
 Performance appraisal involves comparing the actual performance of an employee
order
with the standard one, i.e., what is expected of him/her. Such appraisal or
 It allows one to compare jobs by using common criteria to define the relationship
assessment serves as basis for awarding promotions, effecting transfers, or
of one job to another
assessing training needs. Job analysis helps in establishing job standards which
 This serves as basis for grading different jobs and developing a suitable pay
may be compared with the actual performance/contribution of each employee.
structure for them
7. Personnel Information
It is important to mention that job evaluation cannot be the sole determining factor
for deciding pay structures because job evaluation is about relationships, and  Increasing number of organizations maintain computerized information about their
not absolutes. The techniques used for job evaluation include ranking, job employees. This is popularly known as Human Resource Information System
classification, points rating, etc. (HRIS). HRIS is useful as it helps improve administrative efficiency and
Why job analysis? (Uses): provides decision support information relating to human resources working
in the organization is provided by job analysis only.
 Job analysis is useful for overall management of all personnel activities.
8. Health and Safety
The same is specified as follows:
 Job analysis helps in identifying and uncovering hazardous conditions and
1. Human Resource Planning unhealthy environmental factors such as heat, noise, fumes, dust, etc. and,
thus, facilitates management to take corrective measures to minimize and avoid the
 The estimates the quantity and quality of people will be required in future. possibility of accidents causing human injury.
How many and what type of people will be required depends on the jobs to be
staffed. Process of job analysis:

2. Recruitment and Selection  Job analysis is as useful is not so easy to make. In fact, it involves a process.

 The goal of the human resource planning is to match the right people with the right
job. This is possible only after having adequate information about the jobs that need
to be staffed. It is job analysis that provides job information. Job analysis
serves as basis for recruitment and selection of employees in the
organization.
3. Training and Development:
Main steps involved in job analysis:
1. Organizational Job Analysis
 Job analysis begins with obtaining pertinent information about a job’. This,
according to Terry is required to know the makeup of a job, its relation to other
jobs, and its contribution to performance of the organization.
  Such information can be had by dividing background information in various
forms such as organization charts i.e., how the particular job is related to other
jobs; class specifications i.e., the general requirement of the job family; job
description i.e., starting point to build the revised job description, and flow charts
i.e., flow of activities involved in a particular job.
 The main difference is that Soft skills are heavily linked to an individual’s
personality and are not something that can always be taught. Hard skills on the
other hand are much more grounded in what people learn, they are focused on a
specific task and can be taught more easily. You can send people on development
courses to learn new hard skills or develop the skills they already have

2. Selecting Representative Jobs for Analysis MODULE 3

 Analyzing all jobs of an organization is both costly and time consuming.
Topic/Lesson: Recruitment and Selection
Therefore, only a representative sample of jobs is selected for the purpose of
detailed analysis. Recruitment and Selection

3. Collection of Data for Job Analysis
 In this step, job data features of the job and required qualifications of the
employee are collected. Data can be collected either through questionnaire,
observation or interviews. However, due care should be taken to select and use
the method of data collection that is the most reliable in the given situation of the
job.
4. Preparing Job Description
 The job information collected in the above ways is now used to prepare a job
description. Job description is a written statement that describes the tasks,
duties and responsibilities that need to be discharged for effective job
performance.
5. Preparing Job Specification
 The last step involved in job analysis is to prepare job specification on the basis
of collected information. This is a written statement that specifies the personal
qualities, traits, skills, qualification, aptitude etc. required to effectively perform a
job.
 RECRUITMENT is an intended process of attracting suitable people to fill up
vacant positions in an organization in accordance with human resource planning
 Good management considers recruitment (pool of qualified persons) ahead of
actual requisition (selection) in filling up any given vacancy.
General Principles in Recruitment and Selection
1. It is a process with a number of key stages, all of which combine to enhance
your chances of finding the best candidates available for any advertised
position.
2. It is also worth pointing out that in terms of leading and managing employees
3. When seeking to fill any vacancy you should always consider the internal
candidates that could be promoted to the available post then recruit externally
for the more junior position
4. You should be concerned with the quality and suitability of every employee
who joins your business
5. It is often assumed that interviewing is something that any experienced
manager can do
6. There are many legal issues associated with the recruitment process and you
should familiarize yourself with all relevant legislation. Principle objective of the
recruitment process should be to recruit,, select and appoint employees
appropriate to the present and future needs of your business.

Recruitment and Selection Policy

 Provides for both internal and external communication of your commitments in this
area but also ensures that fairness and transparency apply.

Recruitment and Selection Process

HARD SKILLS SOFT SKILLS

They are more closely linked to people’s

They can be learned through education
personality traits they are born with and
and professional development. Usually,
social skills. But they also can be trained
they are technical (but not always) and
and developed through practice and
easily measurable.
professional development.
What’s the difference between hard skills and soft skills?
Hard skills can be demonstrated through
They are also called human skills.
educational certificates or practical
demonstrations
 Each element of recruitment and selection has a contribution to make in
helping to find the most suitable candidates for any given post and you should view
recruitment and retention as entailing the following eight stages.
Stages of Recruitment and Selection Process
Stage 1: Job Vacancy
 Job Vacancy has arisen because the previous employee left due to problems
in the business and unless these are resolved, new candidate will likely be
unhappy to.
 When a vacancy arises, it is useful to consider whether you could manage
effectively without being filled, or whether through job redesign, or part-time
work, savings could be generated
 Is there potential to appoint/promote an internal candidate to the vacant position
and then recruit externally for the lower post? By promoting from within, where
possible, you reduce the risks associated with recruitment, but you also let your
existing employees see that there is a potential ‘career path’ in your company
which might encourage them to stay longer with you.
Stage 2: Job Analysis
Stage 3: Attracting Candidates
 The purpose of analyzing the vacancy is to have a clear picture in mind of the
job requirements and the type of person you wish to recruit. Then you must set
about trying to attract suitable applicants for this position and the right
quality of candidates.
 In other words, it is the quantity of applicants and not the quantity that you
attract which is most important
Two Sources in seeking to attract applicants:
Internal Recruitment
 It is important to think whether the position can be filled internally before looking
externally
Advantages of Internal Recruitment
 Reduces recruitment costs
 Internal candidates are already familiar with your organization, its aims,
objectives etc.
 Can act as motivating factor for others in the business by showing them that it is
possible to move up the ranks.
External Recruitment
There are many sources of external recruitment including:
 Websites
 National/local newspapers/trade journals
 Recruitment agencies/consultants
 Employment fairs/seminars/open days
The source(s) of recruitment you use will be dependent upon a number of
factors such
 The type of position you are seeking to fill
 The amount of money you wish to spend
 What has worked well in the past.
 The nature of the job market at the time you are recruiting
Advertising
As advertising is an expensive source of generating interest in available positions,
it is important that the content of the advertisement achieves the following objectives:
 To reach the desired target audience.
 To attract the required number of suitable candidates.
 To send out the right image about your company
The GAIDA principle can guide you here, and your advertisements should:
 Gain the Attention of the right people
 Create Interest in the minds of those people
 Instill a Desire in them to apply for the position.
  Provide them with information on how Apply for the position
The content of the advertisements you place should include some or all of the
following information, depending upon the nature of the position being
advertised
 Brief promotional description of the company
 Job title.
 Location
 Description of the post
 Qualifications and experience required
 Conditions of employment including salary
 Relocation expenses, if applicable
 Promotional prospects, if any.
 Closing date
The type of language used in your advertisement should always reflect the nature of
the position you are seeking to fill.
Stage 4: Screening
When you receive a large number of applications for an advertised position, the golden
rule should be to interview less people for longer, so you need to screen the
applications to select the most suitable candidates for interview. This can involve:
 Using the job description and employee specification to compare against the CV.
 Conducting short telephone interviews to gauge an individual’s suitability. This can
often be a useful exercise as the candidates are frequently less ‘prepared’ so you
get a better feel for their natural self; plus, if telephone techniques are important
for the advertised position, then you can also assess their telephone manner.
The purpose of the SCREENING PROCESS is to narrow down the field so that you
can spend more time with each candidate for formal interview. It is important to
note here too that you cannot contact a candidate’s previous employer at this point for
references without their explicit permission.
Stage 5: Interviewing the Candidates
The old saying of ‘failing to prepare is preparing to fail’ is particularly true in relation
to interviewing. If you are going to have any real chance of finding the most suitable
candidate, then both you and the candidate must be adequately prepared for the
interview.
Preparing the Candidate
To help the candidate to be fully prepared for the interview you should
 Ensure that adequate notice is given of the date and time for the interview.
 Ensure that the candidate is aware how to get to your premises.
 Ensure they are clear where to go and who to contact upon arrival.
Preparation by the Interviewer
To ensure that you are fully prepared you must:
 Review all the relevant information beforehand - job descriptions, employee
profiles, application forms etc.
 Prepare a plan of how you intend to conduct each interview - consistency is
important.
 Prepare a suitable venue for the interviews.
 Make sure you are free from disruptions when you are interviewing and do not
schedule too many interviews on the same day.
 Allow adequate intervals between each interview, giving yourself some time
after each one to finalize your notes.
 Provide a list of candidates and their interview times to your receptionist.
 If two or more of you are conducting the interviews this obviously increases the
preparation required so that each knows what role they will play during the
interview.
WASP approach
 There is a well-known and easy to apply structure for conducting
interviews. It enables you to offer a similar format to each candidate, thereby
ensuring consistency in the interviewing process and assisting your evaluation at
the end.
Welcome
Acquire Information.
 In this phase of the interview, you are seeking to gather as many relevant
details from the candidate as possible so that you can make an informed
decision about their suitability.
Supply Information
 Once you have obtained all the relevant information you need, then you should
allow the candidate to ask you questions about the position.
Plan and Part
 The final part of the interview is designed to ensure that both parties leave the
interview fully aware of the next steps in the selection process.
Stage 6: Selecting and Appointing Candidates
To maximize the potential for selecting the best candidate the following steps are
worth noting:
 As stated, prepare a job description and employee profile at the outset of
the recruitment process.
 Prepare a simple assessment form incorporating these criteria.
 During each interview take only brief notes on candidate responses.
 After each interview complete the assessment form for the candidate in
question while the details are fresh in your mind.
  When you have completed all the interviews compare the assessment forms
to identify the most suitable candidate.
 For more senior positions it is important to conduct a second interview, with
more than one interviewer seeing the candidate.
Stage 7: Induction and Training
INDUCTION is the process of receiving and welcoming employees when they first
join your business and giving them the basic information they need to settle down
quickly. Induction has three aims:
 To smooth the early stages when everything is likely to be strange and
unfamiliar to the new employee.
 To establish quickly a favorable attitude to the company in the mind of the new
employee so that he or she is more likely to stay.
 To obtain effective output from the new employee in the shortest possible time.
Stage 8: Employee Evaluation
Monitoring employee performance is of course an on-going activity, but for new
employees, evaluation should have the following defined phases:
 End of first day/week
 End of first month
 End of probation period
By reviewing the new employee’s early performance in a staged fashion, you ensure
that they are delivering for the business in the manner expected but you also show
them that you are interested in them as individuals and eager to help them grow and
develop.
REVIEWER FROM PREVIOUS QUIZZES
1. A job description is sometimes referred to as a job character. TRUE
2. The following are the reasons why manager conducted a preliminary interview
EXCEPT:
o To take note of your emotional maturity, job stability and self-confidence
o To explain to you the nature of the job openings and its requirements
o To check that you have all the requirements needed including the medical
examinations
o To determine whether your skills, competencies and experience are match
with any vacant position
o None in the given choices
3. Manpower is the most significant among all the resources available in the
organization. TRUE
4. The intelligence quotient is one of the measures of personality test that assess the
emotional maturity of the applicant. FALSE
5. It is a written synopsis of the nature of a job. JOB DESCRIPTION
6. It is coordinated and aggregated series of work elements used to produce an
output. TASK
7. What are the two (2) elements of job specification. TANGIBLE INTANGIBLE
8. It is a method of internal recruitment in which a written notices of available jobs
approved by HR Head are posted in bulletin boards in central locations throughout
the organization or advertised in the intranet (LAN system). JOB POSTING AND
BIDDING
9. It is a written explanation of the minimum acceptable human qualities necessary
for effective performance of a given job. JOB SPECIFICATION
10. The features of HRM that includes manpower planning, employment, placement,
training, appraisal and compensation of employees. PERSONNEL ACTIVITIES
OR FUNCTION
11. Performance appraisal planning means determining the number and kind of
personnel required to fill various positions in the organizations. FALSE
12. The advertising through classified ads are commonly placed in:
o Tri-media
o Websites
o Newspaper
o All of the given choices
13. The two upshots of job analysis are job and position. FALSE
14. In attracting candidates, it is important the quality of applicants and not the
quantity is being considered by the management. TRUE
15. The purpose of the _____ process is to narrow down the field so that you can
spend more time with each candidate for formal interview. SCREENING
16. It is a comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization. JOB
EVALUATION
17. It is an intended process of attracting suitable people to fill up vacant positions in
an organization in accordance with human resource planning. You are required to
answer this is one word only using all capital letters. RECRUITMENT
 18. The aptitude test will measure how well the applicant can work out mathematical
problems that come up frequently in a given job. FALSE

19. It is believed that human resources are the greatest assets of the company. TRUE

20. There is a well-known and easy to apply structure for conducting interviews known
as the ____ approach that enables you to offer a similar format to each candidate,
thereby ensuring consistency in the interviewing process and assisting your
evaluation at the end. WASP

21. A test that will assess your manipulative abilities and your capacity to think ahead
and judge accurately. MENTAL ABILITY OR ALERTNESS TEST

22. The basic criteria of job description must contain is the knowledge and skills. FALSE

23. It is the process of choosing the pool of qualified applicants the individuals who are
most likely to successfully perform a job. FINAL SELECTION

24. A type of interview in which two or more HR people conduct the interview with one
applicant. PANEL INTERVIEW

25. One reasons why pre-employment or medical examination is necessary is for

management can determine the physical and mental fitness of qualified candidates.
TRUE

26. The job specification uses the job description to define the kind of human traits and
experience required to do a specific job well. TRUE