2/27/2021

Ramay
Human Resource Management Resources
The Introduction

Surgere
• Latin
(to rise)

Resourdre
Resord • French
(Rise Again)

Resources
Lecture – 1 • English
Muhammad Azam Ramay ‫وسائل‬

Ramay
HR – The Business Component !!! HRM in Management Process

Controlling Planning
Financial Resources

Infrastructure The
Business Leading &
Organizing
Implementing

Human Resources
Staffing

Ramay

Core Functions of HRM Why to Learn and Implement HRM ???

Recruitment and Selection • Generate more job applicants

Training/Learning and Development
Performance Appraisal System
Rewards; Motivation and Morale
Career Development
• Screen candidates more effectively
• Provide more and better training
• Link pay more explicitly to performance
• Provide a safer work environment
• Produce more qualified applicants per position
• More employees are hired based on validated selection tests
• Provide more hours of training for new employees
• Higher percentages of employees receiving regular
performance appraisals

Ramay
1
 2/27/2021

Ramay

What if there is no HRM ??? HR Manager’s Roles

• Hire the wrong person for the job

• Experience high turnover Line Function
• Have your people not doing their best
• Wasting time with useless interviews
Coordinative Function
• Discriminatory actions
• Have your company cited for unsafe practices
• Have some employees think their salaries are unfair and
Staff Function (Assist and Advise)
inequitable relative to others in the organization
• Commit any unfair labor practices

Ramay
HR Systems – Popular Types Discussion

Silo Based

BPO-HRO

Ramay

2
 2/23/2021

Human Resource Management Job Analysis

Job Analysis

A process to identify and determine duties and requirements of a

particular job !!!

Job Job Job

Analysis Description Specification

Topic – 2
Muhammad Azam Ramay

Job Description Job Specification

A list of duties, responsibilities, reporting relationships, A list of a “human requirements,” that is, the requisite
working conditions, and supervisory responsibilities. education, skills, experience, personality, and so on … !!!

The Significance of Job Analysis Process of Job Analysis

1
• Preliminary Investigation

2
• Select Source of Information
• Recruitment & Selection
• Performance Management 3
• Select Instrument for Data Collection
• Compensation Management
• Learning & Development
• Loopholes in Business Process
4
• Collect & Analyze Collected Data

5
• Validate the entire process

6
• Develop Job Description and Job Analysis

1
 2/23/2021

Components of Job Description Components of Job Specification

• Job Identification • Fresh Graduates

JD JS
• Job Summary • Education
• Responsibilities and Duties • Skills and Abilities
• Authority of Incumbent • Experienced Professionals
• Standards of Performance • Skills and Abilities
• Working Conditions • Experiences
• Autocracy
• Idiosyncrasy

The Transformation in HRM Its all about HappyLearning!!!

1 Job
• Job Description
• Job Specification
2 Jobs
• Job Enlargement
• Job Enrichment
• Job Rotation
3 Difference
• Autonomy
• Variety of Skills
• Span of Responsibilities

Data Collection Techniques Analysis of Data

Methods
Comprehending Synthesizing Theorizing Recontextualizing

Interviews Questionnaire Observations Log

2
 3/2/2021

Human Resource Management Recruitment

Recruitment and Selection Searching for potential employees and stimulating
them to apply for the job.

Topic – 3
Muhammad Azam Ramay

Selection Forecasting Personnel Needs

The process of carefully choosing someone as being the
best or most suitable.

Trend
Analysis
Ratio
Analysis

1
 3/2/2021

Sources of Candidates Internal Hiring – Pros & Cons

 Employees’ commitment
Sources of Candidates
 High morale at workplace
 Less orientation and training required
 Discontented (outsiders)
Internal Recruitment External Recruitment
 Waste of time (sometimes)
 Inbreeding (status quo by promoted employees)

Finding Internal Candidates Discussion

 Skills inventories
 Succession planning
 Rehiring a former employees

2
 3/9/2021

Human Resource Management Finding External Candidates

Recruitment and Selection
 Advertising
 Employment agencies (public & private)
 College recruiting
 Referrals
 Walk-Ins

Topic – 4
Muhammad Azam Ramay

Equal Employment Opportunity Recruitment and Selection Process

Job
Confirmation
Analysis

Privileged Final
Applicants
Marginalized Interview
(Optional)
Pool

Background Pre-
Information screening

Behavioral Testing &

Test Evaluation

Human Resource Management

Recruitment & Selection
Resume or Curriculum Vitae?
Application and Scrutiny Process

→ Brief
Résumé → Academic Focused
→ Beginners

Detailed ←
Curriculum
Experience Focused←
Vitae
Professionals ←
Topic – 5
Muhammad Azam Ramay

1
 3/9/2021

Resume – Example Resume – Example

Curriculum Vitae – Example Curriculum Vitae – Example

Evaluation of Resume or CV

Eligibility

Relevance

2
 3/15/2021

Ramay

Human Resource Management Why careful selection !!!

Recruitment and Selection  Organizational performance depends upon KSAs.
Employee Testing and Selection  Recruitment and Selection process is costly

 Legal implications like EEO, non-discriminatory actions can cost legal actions

 Hiring people with questionable backgrounds can put us in hot-waters

Lecture – 5
Muhammad Azam Ramay

Ramay

Key considerations for testing employees Types of validity

Reliability Criterion Validity

• It refers to the degree to which scale produces consistent results, • Writing an application  Written Communication Skills
when repeated measurements are made. • Talking about an event  Verbal Communication Skills

Validity Content Validity

• It implies the extent to which the research instrument measures, • It refers to the extent to which the items on a test are fairly
what it is intended to measures representative of the entire domain the test seeks to measure

Ramay

How to validate a test ??? Equal Employment Opportunity Aspect

Cross validate and

Analyze the job
re-validate

Validity

Choose the test

Consult with domain experts Disparate
Impact

Administer
the test

Ramay
1
 3/15/2021

Ramay

Desperate Impact & EEO Duties of Test Taker Individuals

Privacy and Information

Confidentiality of the test results

Informed consent to use results

Qualified people to interpret results

Test itself is fair

Ramay

Major Types of Tests Personality Test

 Special work sample tests
 Numerical ability test Myers-Briggs Type Indicator
 Reading comprehension test
 Online and offline computer literacy test
 Problem solving tests
Big Five Model
 Intelligence test
 Motorability test
 Physical ability test

Ramay

Myers-Briggs Type Indicator (MBTI) Big Five Model

Extroversion
Extrovert (E) • Sociable, assertive, speaker, like gathering etc
Introvert (I)
Agreeableness
Sensing (S) • Good natured, cooperative, trustworthy etc
Intuitive (I)
Conscientiousness
Thinker (T) • Organized, reliable, responsible etc
Feeler (F)
Emotional Stability
• Calm, self confident, normal while under stress etc
Judger (J)
Perceiver (P)
Openness
• Curious, imaginative, artistic etc

Ramay
2
 3/15/2021

Ramay

Errors in Selection of Employees Discussion

Type – 1 Error

• Selecting a candidate which in fact is not capable.

Type – 2 Error

• Rejecting a candidate which in fact was capable.

Type – 3 Error

• Selecting the capable candidate for the wrong job

Ramay

3
 3/22/2021

Ramay

Human Resource Management Interview

Interviewing Candidates  Interacting with candidates to get their view or assess
their personality

 Biggest source of Selection Error Type – 2

 Can be categorized on the basis of its Structure, Content,

and way of Administering

Topic - 6
Muhammad Azam Ramay

Ramay

Type of Interviews – Structural Type of Interviews – Content

Structured Job Related

Semi
Behavioral
Structured

Unstructured Situational

Ramay

Type of Interviews – Administering How to make interviews useful ???

Structure the interview

One-on- • Prefer at least semi-structured

Sequential • It will increase Validity and Reliability
One
Interviews
Interview Careful selection of Traits

• Mostly interviews can measure Extroversion and Agreeableness

• Least able to measure Conscientiousness and Emotional Stability
• Avoid assessment of traits which are hard to measure with
interview
Panel Virtual
Beware of interview errors
Interview Interview
• Avoid errors like snap judgment; missing JS, Candidate-order etc.

Ramay
1
 3/22/2021

Ramay
Errors that can undermine Interview’s usefulness

First Impression (Snap Judgment)

Unclear Job Requirements

Candidate Order

Nonverbal Behavior and Impression Management

Interviewee’s Personal Characteristics

Interviewer Behavior

Ramay

2
 4/23/2021

Ramay

Why Training and Development ?? Mainstream Stages of T&D

Human Resource Management
Training & Development  Increases KSAs of employees to accelerate and increase performance.

 Higher competency level decreases cost of inefficiency.

 T&D is primary source of Succession Planning.

1 2 3
 Minimizes the impact of Type – I error. Development
Orientation Training
Programs
 Increase in competency level of National Human Capital.

Topic – 7
Muhammad Azam Ramay

Ramay

Orientation Training Process Training Need Analysis

Training Need Analysis

Formal Task Analysis

Training Design

Informal Performance
Evaluation Review

Ramay

Training Methods Training Methods Training Methods

On/Off the Job Audio Visual Training Management Games

Apprenticeship Computer Based Seminars

Simulation Virtual Training Under Study

Informal Learning Job Rotation University Programs

Job Instruction Training Action Learning Role Playing

Programmed Learning Case Study Counselling

Ramay

1
 4/23/2021

Ramay

Training Evaluation

Behavioral Financial
Reaction Learning
Change Impact

Ramay

2
 4/26/2021

Ramay

Human Resource Management Performance Management Why Appraise Performance??

Performance Management & Appraisal
 A tool for pay and promotional

R decisions
Good Reward
R  An important step of Performance

Training Management
R
Job Setting
Appraisal  Correcting deficiencies of
Description Targets
Internal Counseling
employees
Coercion  Succession planning and career
Poor
development
Strategic
External
Wing

Muhammad Azam Ramay

Ramay

Why Performance Management?? KPIs of Financial Management KPIs of Human Resource Management

 In order to ensure Total Quality

Profitability Efficiency &
 Systematically managing and ratio Effectiveness
utilizing appraisal of employees and Profit driven Compensation
Cash flow Attraction rate
avoiding its desperate impact Initiatives & Benefits

FM KPIs HRM KPIs

sometime caused by interpersonal
conflicts

 Strategic focus by ensuring Capital Market Environmental

Liquidity ratio Retention Rate
continuous improvement. Ratio Safety Index
Development
Solvency Ratio
Index

Ramay

360o Appraisal Approach

Incumbent
Top Immediate
Management Senior
To be continued ….!!!
360
Customers or Immediate
Clients Juniors
Co-workers

Ramay

1
 5/3/2021

Ramay

Human Resource Management Measurement Tools

Performance Management & Appraisal
Graphic Rating Scale Method

Alternation Ranking Method

R

R Paired Comparison Method

R
Forced Distribution Method

Narrative Forms

Critical Incident Method

Behavioral Anchored Rating Scale

Muhammad Azam Ramay

Ramay

Graphical Rating Scale Method Alternation Ranking Method

Ramay

Paired Comparison Method Narrative Forms

Ramay
1
 1. The statement should either be positive or negative
2. Use only one criterion in one statement

Graphical Rating System

Statement Highly Disagreed Neutral Agreed Highly

Disagreed Agreed
1 2 3 4 5
The quality has met the standard Yes

The quality has NOT been met according Yes

to the standard

The behavior of XYZ has been good YES

The behavior of XYZ has not been good YES

The behavior has been good

The attitude has been good

He is punctual and hardworking

Behavior = 1/5
Alternation Ranking Method

Name of Trait: Trustworthiness

Sr. Name of Employee Sr. Name of Employee

1. Muhammad Ali 8. Asdfads
2. Taufeeq 9. Fafsdf
3. Safeer 10. Asdfasd
4. D 11. Sdfas
5. A 12. Adfa
6. Dsfas 13. Afzal Ali
7. D 14. Akhtar Ali

Appraiser: Muhammad Azam

Name of Trait: Trustworthiness

Sr. Name of Employee Sr. Name of Employee

1. Taufeeq 8. Asdfads
2. Safeer 9. Fafsdf
3. Muhammad Ali 10. Akhtar Ali
4. D 11. Asdf
5. A 12. Asd
6. Dsfas 13. Adsf
7. D 14. Afzal Ali

Appraiser: Usama Iqbal

Collective Response

Azam Usama Furqan Abdullah Average Total Average

Muhammad Ali 1 3 4 1 2.25 9
Safeer 3 2 2 2 2.25 9
Taufeeq 2 1 5 4 3 12
Akhtar Ali 14 10 6 5 8.75 35
Afzal Ali 13 14 8 6 10.25 41
Paired Comparison

Trait: Trustworthiness

Name Ali Bilal Ciara Daniyal Eshaal Total

Ali 1 1 0 0 2
Bilal 0 1 0 1 2
Ciara 0 0 0 1 1
Daniyal 1 1 1 0 3
Eshaal 1 0 0 1 2
Total 2 2 3 1 2

Appraiser: Muhammad Azam

Ali Bilal Ciara Daniyal Eshaal

Azam 2 2 3 1 2
Usama 3 1 2 1 3
Furqan 1 1 1 3 4
2 1.33 2 1.67 3
 Narrative Form

Reverse Pyramid

Pyramid

Sandwich Style