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HUMAN RESOURCE
TRAINING MANUAL

BY

TABLE OF CONTENTS
TOPIC PAGE NO.
1. INTRODUCTION 4
1.1. Overview of Management 4
1.2. Overview of Human Resource 6
1.3. Overview of human resource management 8
1.4. The changing shape of HRM 10
2. THE MAIN FUNCTIONS OF A HUMAN RESOURCE MANAGER 12 Page | 2
2.1. Recruitment and staffing 12
2.1.1. Overview 12
2.1.2. Job analysis 13
2.1.2.1.  Job description 14
2.1.2.2.  Job specification 14
2.1.2.3.  Job design 15
2.1.3. Recruiting process 17
2.1.4. Interview(s) 14
2.1.5. Post interview activity 15
Post offer employment activities 15
Job evaluation
Performance appraisal
Succession planning
2.2. Employee compensation and benefits 17
2.2.1. Introduction 17
2.2.2. Compensation 17
2.2.3. Compensation philosophy and strategy 18
2.2.4. Benefits 19
2.2.5. Salary structure 19
2.3. Human resource development/training and learning 21
2.3.1. Training function 21
2.3.2. Training and learning styles 22
2.3.3. Identification of learning needs 22
2.3.4. Training methods 23
2.3.5. ICT in training 24
2.3.6. Macroeconomics of training 24
2.4. Occupational Safety and health (OSH) 25
2.4.1. Overview of OSH 25
2.4.2. The scope of OSH 25
2.4.3. Key principles in OSH 26
2.4.4. Framework for OSH 26
2.4.5. OSH policy with the Enterprise 26
2.4.6. Management of OSH 27
2.4.7. Surveillance of OSH 28
2.4.8. Health promotion, Education and Training 28
2.5. Employee and labour relations 30
2.6. Work design and organization development 31
3. Human Resource, policies and other applications 34
3.1. HR policies and procedures 34
3.2. HR metrics 36
3.3. HRM and business strategy 39
3.4. HR data management tools 40
3.5. HR and Technology 43
3.6. HR and personality types 47 Page | 3
3.7. HR and nonverbal communication 50
3.8. HR and (organizational) strategy 55
3.9. HR, male and female difference 57
3.10. Emotional intelligence 59
Page | 4
 1. Introduction
1.1.Overview of Management
Management is the administration of an organization, be it an enterprise, not-for-profit organization or
government institution. Management includes the activities of setting the strategy of an organization and
coordinating the efforts of its workforce to accomplish objectives through the application of available
resources – financial, natural, technical and human resources. Page | 5

In large organizations there are generally three levels of management typically in a hierarchical, pyramid
structure, performing strategic, managerial and operational functions. In smaller organizations, the roles
of managers have much wider scopes, a manager can perform several roles or even all of the roles
commonly observed in a large organization.

Human
Resource
Management

Operations Technology
Management Management

Strategy Financial
Management MANAGEMENT Management

Total Quality Business

Management Management

Production
Management

Technology Management – is the linking of engineering, science and management disciplines to plan,
develop and implement technological capabilities to shape and accomplish the strategic and operational
objectives of an organization with evaluation and control measures.

Financial management - refers to the efficient and effective management of money (funds) in such a
manner as to accomplish the objectives of the organization. It is the specialized function directly
associated with top management. It includes how to raise the capital and allocate capital, for long term
budgeting as well as short term liabilities. It also deals with the dividend policies of the shareholders.

Business management - is the process of developing the strategies, plans, procedures and policies that
guide an organization on both a day-to-day and long-term basis. It involves coordinating human, financial
and material resources to achieve organizational objectives.
Production Management - managing input, output transformation process, it is also the management of
the conversion of inputs to desirable products through processes and resource mixture.

Total Quality Management – an integrated management philosophy and set of practices that emphasize
continuous improvement, meeting customer requirements, reducing rework, long-range thinking,
increased employee involvement and teamwork. It includes process redesign, competitive benchmarking, Page | 6
team-based problem solving, constant measurement of results and closer relationships with suppliers.

Strategy Management – analyzing the business environment in the light of strengths and weaknesses and
the conscious choice of competitive path to follow. It is the process of strategy: “Planning”,
“Implementation”, “Evaluation” and “Control”.

Operations Management – the design, operations and improvement of the systems that create and deliver
a firm’s primary value (goods & services). It involves managing conflicting objectives – “customer service”
and “resource utilization” which cannot be both maximized.

Human resource management - is the management of human resources. It is designed to maximize

employee performance in service of an employer's strategic objectives. HR is primarily concerned with the
management of people within organizations, focusing on policies and on systems.
 1.2.Overview of human resource
Human resource(s) – “HR” - is a term that describes individuals who comprise the workforce of
organizations. The “HR” function within organizations is charged with the overall responsibility of
implementing strategies and policies relating to the management of individuals. The origins of the
function emerged from organizations which introduced 'welfare management' practices and also in those
that adopted the principles of 'scientific management'. Page | 7

Historically, “HR” personnel were engaged largely in administrative activity, coordinating a range of
worker related processes. The term “HR” progressively became the more usual name for personnel
administration functions reflecting more “quantitative” and “strategic approach” to workforce
management that was demanded by:
Corporate management and
Competitiveness for limited & highly skilled workers.

The popularity of the term “HR” by organizations describing workforce capacity availability to achieving
corporate goals has drawn from the concepts developed in “Industrial organizations” or “Industrial
Economics” and “Industrial Psychology”.

In the United Kingdom, the concept of “HR” evolved from the employment of women in factories during
the First World War which led to the introduction of “Welfare Offices”. Whereas, in the United States, the
concept of “HR” developed as a reaction to the efficiency focus of “Scientific Management” or “Taylorism”
in the early 1900s which was developed as a response to the demand for ever more efficient work
practices within highly mechanized factories, such as the Ford Motor Company. What became universally
known as “Human Resources” thus grew throughout the middle of the 20th century.
In simplest terms, the objective of the organization’s “Human Resources” management strategy is to
maximize the return on investment from its human capital and minimize financial risk. “Human Resources”
seeks to achieve this by aligning the supply of skilled and qualified individuals, and the capabilities of the
current workforce. It also harnesses ongoing and future business plans and requirements of the
organization in order to maximize return on investment and seeks to secure the future survival and
success of the entity. Page | 8

In ensuring such objectives are achieved, the “Human Resources” purpose in this context is to implement
the organization’s people requirements effectively but also pragmatically, taking account of legal, ethical
and as far as is practical in a manner which retains the support and respect of the workforce. In doing this,
the “Human Resources” function sets strategies and develops policies, standards, systems and processes
to implement these strategies in a whole range of areas for which the following would be typical of a wide
range of organizations.

Implementation of such strategies and develops policies or standards may be directly managed by the
“Human Resources” function itself or the function may indirectly supervise the implementation of such
activities by managers, other business functions or via third-party external partner organizations.
 1.3.Overview of human resource management
Organizations exist for a variety of purposes and in the pursuit of their objectives, all organizations rely on
the availability & effectiveness of several kinds of resources such as – finance, technology, people etc.
Some organizations emphasize the financial resources (banks, credit facility, etc.), other rely on the
sophistication of their technology (telecommunications, manufacturing, information technology etc.)
while service organizations depends heavily on the quality of its employees in Human resource. Page | 9

Regardless of the particular emphasis by organizations, human resource is almost always the key
ingredient for organizational success. This is because - people design technology, operate technology,
repair technology, manage & control finance.

Human resource needs to be managed especially considering its high unpredictability as a result of its
complex blend of rational and emotional characteristics. Human resource is often the largest cost factor in
any organization because they are the valuable assets. It is therefore crucial that they are managed -
effectively, equitably and ethically. Human resource management is thus the convergence of three
factors: people, resources and management.
From the lenses of HRM, people possess the actual and potential resources such as:
Knowledge
Skill and
Capabilities

These actual and potential resources can be harnessed through effective management techniques to Page | 10
achieve - term goals and personal needs. HRM is essentially about overall management, guided by several
overriding principles which posit that people are key in organizational success with respect to -
appropriate policies & procedures, alignment of personnel and organizational goals etc.

Human Resource Management describes formal systems of managing people within an organization.
Human Resource management is concerned with the development of both individuals and the
organization in which they operate.

HRM, then, is engaged not only in securing and developing the talents of individual workers, but also in
implementing programs that enhance communication and cooperation between those individual workers
in order to nurture organizational development.
 1.4.The changing shape of HRM
Historically, the role HR has evolved and is still changing, the shift from “personnel” to “human resources”
was part of the movement to acknowledge the value of employees as an organizational resource. This
shift in label was accompanied by a call for HR to become a strategic partner with the leaders of the
business to contribute significantly to business decisions, advice on critical transitions, and develop the
value of the employees. Page | 11

Tremendous forces are radically reshaping Human resource, changing employee expectations, new
technologies, increasing globalization, the need for agility in the face of a turbulent business environment
mean that tomorrow’s workplace will markedly differ from today’s and as such HR practices need to be
proactive in responding accordingly.

The path to the next generation of HR is based on adding value and delivering results for organizations,
through a multi-faceted approach that meets the needs of both employees and employers & positions HR
as a significant contributor to organizational success. Key elements of this deliverables or outcomes
approach for which HR should be responsible includes:

Strategy
execution

key Administr
Capacity
elements ative
for change of HRM efiiciency

Employee
contributi
on

Delivering in these four key areas leads to four corresponding roles for HR to play within organizations,
such as functioning:
As a strategic partner in aligning HR with business strategy,
As an administrative expert working to improve processes & deliver basic HR services,
As an employee champion, listening & responding to employee’s needs, and
As a change agent managing change process to increase organizational effectiveness.

Leading CEOs around the world are seeking for HR leaders that are not static HR managers, but dynamic in
terms of being strategic thinkers with core business management skills. Making a shift to a new HR role
will raise unique issues for every HR group that attempts it, but there are some common steps and
activities that will increase the likelihood of success, some of which includes:
Strong HR leadership skills,
Acute future orientation,
Flexibility & creativity,
Delivering value
In essence, the future of HR indicates the need for a quantum leap in workforce management that
supports this transition by being responsive to organizational pressures to change, with enhanced HR
performance measurement tools.

Environmental pressures arise from tougher competition, new organizational alliances, new structures &
hierarchies, workforce changes, demographic characteristics, new ways of assigning work etc. Page | 12

Within these pressured organizations, there is a need for (and opportunity for) the human resource
function to play a critical role in helping organizations navigate through these transitions, which can be
achieved by HR increasing its real and perceived value. Findings reveal ten business trends that will
radically reshape HR in the near future, they include:

The rise of the extended workforce – global network of contractors, business partners etc.,
Managing individuals – the concept of “workforce-of-one”,
Technology advances – radical disruption of HR
Global talent map losing its borders – the need for effective talent matching,
HR drives the agile organization – competitive advantage’s dependence on adaptation,
Talent management meets the science of human behavior – brain analytics,
Social media driving democratization of work – quicker idea & information exchange,
HR navigation risk & privacy in a more complex world,
HR expanding its reach to deliver seamless employee experiences, and
Tapping skills anywhere & anytime – new initiatives required to tap needed skills.
 2. The main functions of a Human Resource Manager
2.1.Recruitment and staffing

2.1.
Recruitment & Staffing
Page | 13

2.1.2. 2.1.4. 2.1.5.

2.1.1. 2.1.3.
Recruiting Post interview Post employment
Overview Interview(s)
process activity acivtities

2.1.1. Overview
In today’s dynamic corporate world, HR professionals must be able to adjust workforce plans and
employment activities to meet the changing needs or organizations. Workforce planning and employment
is the core of recruitment and staffing which includes retaining and exiting employee from organizations.
The workforce planning process identifies skills and timelines for acquiring the employees needed to
achieve organizational goals.

Post recruitment activities include ensuring that talented individuals in the organization are identified,
developed and retained so that they are available to move into positions of greater responsibility as the
organization’s needs evolve. The terminal function of workforce planning is organization exit - voluntary
(resignations or retirement) and involuntary (mergers, outsourcing, termination etc.).

Strategic workforce planning ensures that qualified employees are available when the organization needs
them, effective workforce planning process is based on the following:

Workforce planning

Workforce goals & objectives

Job analysis & description

Identifying qualified employees

Translating goals & objectives

Workforce goals & objectives that forecast future HR needs;

 Reengineering – operations re-alignment for value addition,
 Corporate restructuring – reduction or elimination of redundancy,
 Merger & acquisition – purchasing or selling companies,
 Divestures – closing down operating units,
 Offshoring/outsourcing – sub contracting business processes,
 Workforce expansion – (mass) recruitment to meet growing demand, and
 Workforce reduction – in response to loss of market share
 Job analysis & description that identifies required – knowledge, skills & abilities;
 Provides the foundation for identifying the knowledge, Skills & abilities (KSAs) to achieve
specific results,
 In staffing process more information is always better and enhance recruitment decisions,
 Job competences guide formulation of interview questions that elicit information beyond Page | 14
specific tasks and responsibilities assigned to specific jobs,
 Well-articulated job functions are important in recruitment and ensure that organizations
comply with regulation(s), and
 Job specification aid in interviewing by explaining in details performance expectations.
Identifying qualified employees based on organizations demographics;
 Organizations have three options in locating the talent they need to achieve corporate goals:
 Internal talent,
 External talent, and
 Alternative staffing.
Translating the goals & objectives into tactical staffing plans.
 This is a tactical action plan that is accomplished with the use of a staffing needs analysis,
which is a tool used to determine the number(s) and types of jobs forecasted in an
organizations strategic plan.
Staffing needs analysis enables the identification of two key pieces of information for HR:
Work that needs to be done and
How many people are needed to perform it.
This information forms the basis for the staffing need analysis and identifies the information to be
collected. The workforce plan resulting from this process provides the framework for targeting and
prioritizing future staffing requirements, remaining flexible enough to respond to changing business
needs.
2.1.2. Job analysis
Job analysis is a process to identify and determine in detail the particular job duties and requirements and
the relative importance of these duties for a given job. Job Analysis is a process where judgments are
made about data collected on a job.
The purpose of job analysis
The purpose of job analysis is to establish and document the ‘job relatedness’ of employment procedures
such as training, selection, compensation and performance appraisal. Job analysis is comprised to two key
elements – job description and job specification.

Job analysis
Job description Job specification
Job title Qualifications
Job location Experience
Job summary Training
Reporting to Skills
Working conditions Responsibilities
Job duties Emotional characteristics
Machines to be used Sensory demands
Hazards
 2.1.2.1. Job description
Job description includes basic job-related data that is useful to advertise a specific job and attract a pool of
talent. Job description summarizes in a written code job title, the tasks & duties, location, qualifications &
skills, responsibilities, requirements reporting line, nature of work, working conditions, tools, machines,
equipment, the hazards, objectives and salary range of the job to be performed by prospective candidates Page | 15
for particular jobs.
The purposes of Job description include:
Collection of job-related data in order to advertise for a particular job, to attract, target recruit and
select the right candidate.
Determining what needs to be delivered in a particular job, by clarifying employee’s
responsibilities for particular jobs.
Giving recruiting staff a clear view what kind of candidate needed for particular department.
Clarifies who will report to whom.
It is usually developed by conducting a job analysis, which includes examining the tasks and sequences of
tasks necessary to perform the job. The analysis considers the areas of knowledge and skills. Job
descriptions are usually narrative, but some may instead comprise a simple list of competencies. It is the
job descriptions that determine the questions to be asked in the interview.
Roles and responsibilities
A job description may include relationships with other people in the organization: Supervisory level,
managerial requirements, and relationships with other colleagues.
Goals
A job description need not be limited to explaining the current situation, or work that is currently
expected; it may also set out goals for what might be achieved in the future.
Limitations
Prescriptive job descriptions may be seen as a hindrance in certain circumstances:
Job descriptions may not be suitable for some senior managers as they should have the freedom
to take the initiative and find fruitful new directions;
Job descriptions may be too inflexible in a rapidly changing organization, for instance in an area
subject to rapid technological change;
Other changes in job content may lead to the job description being out of date;
The process that an organization uses to create job descriptions may not be optimal.
A job description is the statement of the actual duties and responsibilities that an employee performs. It is
more detailed and specific than the job specification.
2.1.2.2. Job specification
Also known as “employee specifications”, job specification is a written statement of the personal
characteristics required for a job, the responsibilities involved and other unusual sensory demands. It
serves as a guide to hiring and evaluation. Job specification relates to:
Physical characteristics – health, strength, endurance, age, range, body size, height, weight,
vision, voice etc.
Psychological characteristics – general health, mental health, ingenuity, intelligence, judgment,
memory, leadership skills, adaptability, flexibility, values & ethics, manners, creativity,
resourcefulness, analytical ability, mental concentration etc.
 Personal characteristics – personal appearance, good & pleasant manners, emotional stability,
etc.
The purpose of job specification include:
 Enabling candidates self-examine if they eligible for vacant positions, based on the job description.
 Helping recruiting team understand what level of qualifications, qualities and set of characteristics
candidates should have to be eligible. Page | 16
 Providing details about vacancies including job responsibilities, technical & physical skills,
conversational ability and much more.
 Helping the selection of the most appropriate candidate for a particular job.

It is statement of the essential components of a job class including a summary of the work to be
performed, primary duties and responsibilities, and the minimum qualifications and requirements
necessary to perform the essential functions of the job.

Job description and job specification are two integral parts of job analysis. They define a job fully and
guide both employer and employee on how to go about the whole process of recruitment and selection.
Both data sets are extremely relevant for creating a right fit between job and talent, evaluate
performance and analyze training needs and measuring the worth of a particular job.

2.1.2.3. Job design

Also known as “work design” or “task design”, job design is a core function of human resource
management and it is related to the specification of contents, methods and relationship of jobs in order to
satisfy technological and organizational requirements as well as the social and personal requirements of
the job holder. Its principles are geared towards how the nature of a person's job affects their attitudes
and behavior at work, particularly relating to characteristics such as skill variety and autonomy. The aim of
a job design is to:
Improve job satisfaction,
Improve through-put,
Improve quality, and
Reduce employee problems (e.g., grievances, absenteeism).

Job design aims to enhance job outlay to improve efficiency and job satisfaction, it fine tunes techniques,
systems, procedures and relationships between jobholders and supervisors, colleagues& subordinates. It
involves the restructuring of technical & social aspects of work. The objective of job design is to integrate
the needs of employee and organizational goals.

Job design aligns with job characteristics, which proposes that work should be designed to have five core
job characteristics, which engender three critical psychological states in individuals. The five core job
characteristics also known as core job dimensions include;

Skill variety — this refers to the range of skills and activities necessary to complete the job, the
wider the variety of skills, the more satisfying the job is likely to be.
Task identity — this dimension measures the degree to which the job requires completion of a
whole and identifiable piece of work, the higher the more satisfaction.
Task significance — this looks at the impact and influence of a job, if people believe they make a
difference, and are adding real value to colleagues, the more satisfied they are on the job.
 Autonomy — this describes the amount of individual choice and discretion involved in a job. More
autonomy leads to more satisfaction.
Feedback — this dimension measures the amount of information an employee receives about his
or her performance, and the extent to which he or she can see the impact of the work. The more
people are told about their performance, the more interested they will be in doing a good job.
Page | 17
The three critical psychological states include;
Experienced meaningfulness of the work: the extent to which people believe that their job is
meaningful, valued and appreciated (associated with core dimensions 1-3).
Experienced responsibility for the outcomes of work: the extent to which people feel accountable
for the results of their work, and its products (associated with core dimension 4).
Knowledge of the actual results of the work activity: the extent to which people know how well
they are doing (associated with core dimension 5).

Job design elements;

[Job characteristics & psychological states

Experienced Experienced Knowledge of actual

meaningfulness of the responsibility for the results of the work
work outcomes of work

(Psychological state 1) (Psychological state 2) (Psychological state 3)

Skill variety Task identity Task identity Task identity

(Characteristic 1) (Characteristic 3) (Characteristic 4) (Characteristic 5)

Task significance
(Characteristic 2)

There are different techniques for job design, some of which include;

Job rotation – is a job design method which is used to enhance motivation, develop workers’
outlook, increase productivity, improve the organization’s performance on various levels by its
multi-skilled workers and provide new opportunities to improve the attitude, thought capabilities
and skills of workers.
Job enlargement – the process of allowing individual workers to determine their own pace (within
limits), to serve as their own by giving them responsibility for quality control, to repair their own
mistakes, to be responsible for their own machine set-up and repair and to attain choice of
method.
 Job enrichment – increases employee’s autonomy over the planning and execution of their own
work, it has the same motivational advancement as job enlargement, however, it has the added
advantage of granting workers autonomy.
Human relations school – this posits that organizations are social systems in which psychological
and emotional factors significantly influence productivity. The common elements in human
relations are the beliefs that; Page | 18

 Performance can be improved by good human relations,

 Managers should consult employee in maters that affect staff,
 Leaders should be democratic rather than authoritarian,
 Employees are motivated by social and psychological rewards as well, and
 The work group plays an important part in influencing performance.

Socio-technical systems – seeks to jointly optimize the operation of the social & technical system,
such that goods & services are efficiently produced and psychological needs of workers are
fulfilled.
Work reform – focuses at workplace relations and changes made which are more suitable to
management and employees to encourage increased workforce participation.
Motivational work design – this projects the considerable evidence that job design can influence
satisfaction, motivation and job performance. This influence arises mainly from the relationship
between employee’s expectancy that increased performance will lead to rewards.

2.1.3. Recruiting process

HR professionals are also expected to conduct “Labour market analysis”, which is an analysis of how the
conditions in the labour market affect ability of organizations to hire qualified personnel. It looks at
various economic indicators (unemployment rate, occupational outlook, demographics,) and other factors
that impact the availability of those individuals.

Staffing programs begin after staffing needs analysis, job description and specifications are in place.
Sourcing provides names and contacts of potential candidates in the active and passive markets.
Recruiting is the process of creating interest about open positions in an organization and seeking
candidates who possess the necessary qualifications to successfully fill them.

Effective recruiting strategies entails ongoing processes, even when there are no vacancies. HR personnel
must continue communicating with potential candidates, educational institutions and search firms etc. to
help shorten the time needed to fill vacancies.

Projecting the employer’s brand identity sets the stage for many aspects of the recruiting process, the
reputation established with employees, current and former along with the way the organization presents
contribute to the brand.

An effective employer brand that accurately portrays the organization culture benefits the organization in
any economic climate. It attracts high quality employees during time of economic growth and functions as
a vehicle for improving morale during economic downturn.
Communicating with applicants after – the recruiting phase culminates is filtered resumes and
applications. This can best be achieved by using “auto response” email to acknowledge receipt of
electronic applications, as well as inform candidates they will be contacted if selected for interview.

The screening process assesses to narrow down candidate pool into a manageable number to identify the
most qualified candidates. This is done through resume and employment letter review. Page | 19

Successful recruiting requires HR working with line managers to create appropriate candidate profile as
well as determine the best sources for qualified candidates, this can be achieved through;
Internal recruiting:
 Facilitated by the “skills inventory” tool, replacement chart or succession plan,
 Through job posting – which provides basis information about job openings,
 Through job bidding – which enables suitable candidates express interest,
 Succession plan – which identifies individual within organizations that have the talent and
ability to move into management & executive positions in one to five year time,
 Once they are identified development plans commence to ensure that they are mentored and
acquire requisite education, training and experience.
External recruiting:
 Requires multiple factor considerations including labour market skill pool,
 A variety of recruiting methods can be considered and the appropriate one depends upon the
type of employee needed and particular situations.
 Typical methods include:
 Media sources – newspapers, internet job boards
 Internet job boards & community sites – especially for high technology jobs
 Company websites – for companies with a web presence
 Job fairs – events that bring together job seekers & employers
 Alumni employees – maintaining relationships with former employees
 Previous applicants – for unsuccessful interviewees that showed competence & suitability
in other areas
 Employee referrals – current employee are a great source for potential candidates
 Vendors and suppliers – vendors are often aware of candidates in addition to their
understanding of organizations operations
 Labour unions – suitable for union environments
 Professional associations – relationships developed in connection with attendance at
professional association functions or conferences
 Employment agencies – dedicated agencies that provide services for job seekers
 Walk-in candidates – candidates who apply and are interview in person.

2.1.4. Interview(s)
Conducting effective interviews are tactical tasks for interviewers and candidates alike. Interviewers have
a short time, typically 15 to 30 minutes to determine the best choice & the candidate wants to make a
good impression.
There are different types of interviews depending on numerous factors such the type position to be filled,
etc., these include:
Behavioral interviews – investigates candidate’s previous corporate response,
 Direct interviews – based on predetermined questions,
Nondirective interviews – uses broad-free response questions,
Patterned interviews – structured to expected job tasks,
Panel interviews – several interviewers interview candidates simultaneously,
Structured interviews – uses a prepared list of questions,
Stress interviews – simulates intimidating situations to assess stress threshold. Page | 20
HR personnel must be conscious of “Interview bias”, which occurs because interviewers sometime have
pre conceived ideas in interview situations. This can have unintended impact on the hiring decision, such
biases include:
Average/central tendency bias - difficulty in assessment,
Contrast bias – candidate to candidate comparison,
First impression bias – works for or against candidates,
Gut feeling bias – also works for or against candidates,
Halo effect bias – judging candidates on a single positive measure,
Harshness bias - judging candidates on a single negative measure,
Knowledge-of-predictor bias – where interviewers have prior knowledge of candidate’s scores,
Leniency bias – when interviewers rate candidates higher than their potential,
Negative bias – when interviewers allow small negative information outweigh the positive,
Nonverbal bias – when interviewer is negatively or positively influenced by body language,
Questions inconsistency bias – asking different questions to all candidates,
Recency bias – interviews recall most recently interviewed candidate’s response,
Similar to me bias – interviewers are influenced by candidates with similar interests,
Stereotypic bias – interviewers assumes candidates have specific traits as members of a group.

In-depth interviews are the cornerstone of the selection process, which should be used in virtually all
hiring decisions.
2.1.5. Post interview activity
Employment offer represents post-interview stage and is followed by duly conducted interviews,
computation of test scores, reference checks. An offer is made after a rigorous oral and written interview.
Offers are made verbally and followed by a written offer, immediately upon acceptance of the verbal offer
by the candidate.

Offer letters typically contain employment contracts that binds both parties to agreements contained in
the contracts. Offer letters also usually include – terms & conditions of employment, scope of duties,
compensation, benefits, non-disclosure of proprietary information, etc. while any areas not covered in the
contracts are covered by law.

2.1.6. Post offer employment activities

Once offers have been made and accepted the transition from “candidate” to “employee” begins. At this
stage new employees form their first impression about working with respective organizations. Employers
should create an atmosphere and activities that will accelerate new employee integration within the
organization. Such activities include - employee orientation programs, to reduce the length of integration.

Post offer employment activities include the following:

Organization exit- occurs when employees;
 Choose to leave (resignations & retirements), or
  Are asked to leave (termination, downsizing or layoff).
Making layoff decisions
 Layoff decisions usually focus on low performers and should be based on a logical and valid
procedures, derived from performance appraisal.

Page | 21
 2.2.Employee compensation and benefits
2.2.
Recruitment & Staffing

Page | 22
2.2.3.
2.2.1. 2.2.1. Compensation 2.2.4. 2.2.5.
Introduction Compensation philosophy & Benefits Slaray structure
strategy

2.2.1. Introduction
Employee compensation, also known as ‘Total Rewards”, “Total Compensation” or “Compensation
Package” refers to the exchange of payment from organizations to employees for their services provided.

In today’s global economy acompetitive TR program is vital to attracting, retaining and motivating
employees. In most organizations TR cost are the single largest operating expense and therefore an
extremely important component of the HR program. A TR package includes all forms of rewards, which
are generally categorised into two components:

Monetray rewards (Direct compensation)– includes any costs organizations incurs for the benefits of
employees, such as all forms of cash compensation (medical, pension plans, piad time off, payments
associted with wages & salaries. This also includes (base pay,variablepay and performance pay).
Non monetray rewards (indicrect compensation) – any employee payment not associetd with wages
and salaries. Such as finge benefits, vacations, paid holidays, insurance premiums paid on behalf of
employees,
 Intrinsic – encourage individual employee self esteem, such as satisfaction from challenging
and exciting assignments.
 Extrinsic – achived from others, such as working with a talentd team.
 Non monetray rewards also include nontraditional work-life balance benefits such as
telecommuniting, flex time etc.
2.2.2. Compensation
The mix of monetary and nonmonetary rewards that make up the “Total Rewards” package is unique to
organizations, their strategic direction as well as their organizational culture. Ultimately the goal of the TR
package is to maximize the ROI of resources spent on employee rewards.

Achieving this for organizations requires that their HR department is conversant with executive
compensation needs, compensation programs as well as compensation level across their respective
industries. Employee compensation is divided into the following categories

Monetary (direct) – this is further classified as;

 Fixed income – the most common form is base salary, which can be paid on an hourly,
daily.
 Variable income – this includes bonuses and incentives.
 Bonuses – bonuses are additional compensation for performance beyond
expectations, this category of variable income have the following characteristics;
o Adjusted to financial performance (higher when profits are high),
 o Drive employee performance (total income is performance based), and
o Employee retention (due to extra income potential).
 Incentives – this are additional compensation that is communicated when an
assignment is given and conditional upon satisfactory completion.
Nonmonetary (indirect) –
 Benefits - used to supplement employee’s compensation and include (paid time off, Page | 23
medical insurance, company car, etc.).
 Equity compensation – reward system that comprise stock benefits that provide actual or
perceived ownership in the company which ties employee’s compensation to the long term
success of the company, stock options are typical examples.
Employee compensation’s main influencers can be divided into two:
 External (business objectives, labour unions, organizational culture, organizational structure
etc.).
 Internal (the state of the economy, inflation, unemployment rate, industry trends etc.).
2.2.3. Compensation philosophy and strategy
It is important that Total Rewards philosophy reflects the values and beliefs to reinforce organizational
culture. An effective TR philosophy complements organizational culture,provides rewards for those
whocontribute to achieving organizational goals and addresses internaland external conditions.

Total Reward philosophy is a high level plan used to guide the development and implementation of
compensation and benefit programs that attract,motivate and retain employees. It typically involves HR
liasing with executive management to develope and implement organizations TR philosophy.

The TR philosophy developmentprocess provides for organizations to assess the whole package offered to
employees and analyse which combination ofprograms will best achieve the organization’s hiring and
retention objectives.

The challenge in developing a compensation philosophy comes from balancing the diverse conditions
faced by organizations as a whole in a way that is consistent with the organizational culture. These
conditions can be:
Internal – financial constraints, corporate structure and poor business results affect
organization’s willingness and ability to pay.
External – the level of compensation depends on organization’s decisionto lead, meet or lag
the market. This strategy is a key element in the organization’s TR philosophy because it
determines the development of salary strcutures, merit budgets, bonus programs, benefit
offerings etc.
TR philosophy thus determines whether compensation is based on;
Merit/performance (performance-basdculture) – organizatiosn with this philosophy use
compensation to shape a key component of the corporate culture, (employee behaviour) by
rewarding performance or behaviour that moves the organization closer to established goals.
This culture utilizes line of sight where employees know that their performance – good or bad
impacts their income and this positively affect productivity.
Seniority (an entitlement culture) – the adoption of this philosphy result sin focus on longevity
and performance will be secondary to time with the organization or at a particular job.
Rewarding seniority creates loyalty to the company and ideally benefits such as pension plans,
vacantions etc. can reinforce importnace of seniority.
 It also determines how total compensation is divided among base salary,variable salary, equity
salary and benefits.

In addition to the Total Rewards philosophy, a Total Rewards strategy requires organization leaders have
to make choices about how to best use limited resources. A total rewards strategy helps to determine
how th eresources available for rewards program can be used to best advnatge in attracting,motivating Page | 24
and retraining employees.

As organizations grow,TR strategy must be modified to refelect chnaging needs. for instance, in the early
years of operations when cash is tight, organizations lag in compensationand benefits. After some time
(years), they can meet compensation compettion by adding medical insurance and in later years salary
increase in possible along with many other benefits.

2.2.4. Benefits
Employee benefits typically refers to retirement plans, health life insurance, life insurance, disability
insurance, vacation, employee stock ownership plans, etc. Benefits are increasingly expensive for
originations to provide to employees, so the range and options of benefits are changing rapidly to include,
for example, flexible benefit plans.

Benefits are forms of value, other than payment, that are provided to the employee in return for their
contribution to the organization, that is, for doing their job. Benefits can be being tangible or intangible.
The benefits listed previously are tangible benefits. Intangible benefits are less direct and include,
appreciation, likelihood for promotion, nice office or workstation, etc. Benefits can be company-paid and
employee-paid. While the company usually pays for most types of benefits (holiday pay, vacation pay,
etc.), some benefits, such as medical insurance, are often paid, at least in part, by employees because of
the high costs of medical insurance.

2.2.5. Salary structure

Traditional salary structure programs have existed relatively unchanged for decades, the way
organizations develops pay structure and uses them to administer salaries on day to day basis is known as
“Salary administration”, “Compensation administration”, or “Pay administration”. The essence of a salary
structure is to provide a fair and equitable compensation decision system.
 1.
8. Analyzejobs
2.
Evaluate Evaluate
results jobs
Page | 25
7. Salary 3.
administrati
Administration on Price jobs

6. 4.
Coomunication Create salary
5. structure
Place jobs in
grade

A salary structure provides an organized & systematic way of identifying basic income for employee in
different jobs throughout organizations. The structure consists of a specific number of salary grades with a
range of compensation attached to each.
A salary structure is developed by analyzing internal equity and external labour market conditions through
job pricing process. Jobs are then grouped according to the data points established by the survey for job
evaluation and pricing, the groups with similar market levels provide the basis for determining the number
of grades to include in the structure.

The pricing process entails matching job descriptions to comparable benchmark positions within the
market range for each. Typically, the market median or 50th percentile is used as the data comparison
point for each job. Sometimes, organizations may decide to use a higher point such as 70 th percentile for
some positions (highly skilled positions that are in short supply in the labour market for instance) or for all
jobs (if the compensation philosophy is to lead the market).

Working with grouped jobs as a starting point, midpoints are established for each job grade, the midpoint
progression or difference between the midpoints of consecutive grades is generally narrower (12-15%) for
lower grades and increasing (25%) for higher grades.

Once grades are established, a pay range is developed for each grade, the pay range also known as salary
range is the spread between the minimum and maximum pay for the job grade. For example, the pay
grade of a midlevel positions could have an 18% spread at a midpoint of N50, 000.00 (fifty thousand
naira), the minimum would be N41, 000.00 (Forty One Thousand Naira) and the maximum would be N59,
000.00 (Fifty Nine Thousand Naira).
 2.3. Human resource development, training and learning

2.3.
Recruitment & Staffing
Page | 26

2.3.1. 2.3.3. 2.3.4. 2.1.6.

2.3.2. 2.1.5.
Training Training needs Training Macroeconomic
Learning systles ICT in training
function identification methods & training

2.3.1. Training function

Training is planned activity by which individuals and organizations can increase their job related
knowledge and skill. Training involes the exchnage of ideas, which are intangible commodities, when we
exchnage commodities we have the same amount we started out with,but when we change ideas we each
have more than we started out with.

Training involves facilitation of ideas and is different from lecturing in that lecturing is imposing, despite
being one of the methods used in training. The more a commodity is used, the more it deplets, the more
ideas are used, the more other ideas are generated through synergy.

The essence of training is for learning to take place, learning takes place through – Knowledge, Skill and
Attitude acquisition – and manifests in;
Doing things that couldn’t be done previously, and
Doing things more effectively.
Effective training must be delivered with the knowledge of the competence learning matix, which
comprises the following:
Unconcscious incompetence (with the challeneg of where to start from),
Concscious incompetence (coping with their defensive response),
Concscious competence (putting trainer on the edge), and
Unconcscious competence (coping with their timidity).
Training is required in response to the following circumstances:
When performance is less than expected level,
The emergence of new technology,
Recruitment of new employees,
Adoption of new policy,
Delegation of highest responsibility,
Incidence of high rate of waste/accidents, and
Diversification.
Training should be assessed in terms of
Quality (incidence of new level of quality),
Quantity (ability to process orhandle more items),
Cost (produce the same out at lower costs), and
Time (complete tasks on of before schedule).
 2.3.2. Training and learning styles
Training must build upon the level of formal education that participants have acquired and must be
designed to be undertaken for the development of skills for work and in work on-the-job or off-the-job to
enable effective performance in a job or role.
Learning is relative permanent change in behaviour of individuals and organizations as a result of
experinece, discovery etc. Thus effective training must factor people’s different learning styles, to ensure Page | 27
learning takes place.
An effective strategy to this end is to use combination of learning methods. Learners come with a rich
array of different backgrounds and ways of thinking about human development. In addition, many pre
conceived ideas will be presented: myths, taboos, things learnt from the family, things learnt from past
teachers etc. which all shape learner’s prior understanding.
This is why learning must be based on the learner’s active participaation in problem solving and critical
thinking, through activities that they find relevant and engaging. Only by testing ideas and approaches
that challengetheir prior knowledge and applying these to new situation can leaner’s construct sound new
knowledge.
Adult learning is an essential consideration in training, adults come with established values, beliefs and
opinions that must be worked around. Adults have years of experience and a wealth of information & they
relate new knowledge to previous experiences.
Adult learning posses some challenges which result in why learning fails. To learn, adults need to be
emotionally comfortable with the learning situation, thus trainers must create a positive emotional
climate.
Approaches to learning can be
Visual (learning by seeing),
Auditory (learning by hearing),
Tactual ( learning by interacting),
Kinesthetic (learning by moving, doing, acting or tocuhing).
Some reasons for learning failure include:
Insufficient knowledge and skill of facilitator,
Facts ladden sessions,
Theory memorizing,
Wrong assumptions about learners’ characteristics
Administration of tests and exams etc.
2.3.3. Identification of learning needs
Training needs identification is a key element of training that serves as a training needs diagnostic, it
enables trainers and target organizations identify what key capacity or skill gap that training should bridge.

Training needs classification

Individual employee needs Departmental needs Organizational needs
Low Transfers Promotion Chnaging New value Regulatory Technological Restruct
performance requirements specification requirements developments uring
Training needs involves setting learning objectives,which describes what participants will have attained on
completion of training program in terms of:
Acquisitionof knowledge,
New skills acquired, and
Value attitude.
Page | 28
Training with learning objectives in mind delivers the following value:
Helps determine behavioral outcomes,
Used as reference points in determining:
 Structure,
 Content,
 Instructuional method(s), and
 Assessment & evaluation etc.
Function as motivational devices for training in setting expectations and tagrets.

2.3.4. Training methods

Successful training should comprise a variety of methods, including:
Lecture method
 Lecture method stillthrives depsite electronic devices and can be enahnced by the use
of technology.
 This metho dis most suitable when delivered by a facilitator with subject matter
expertise.
 Lecturing involves five (5) basic elements such as;
 Exposition (making mention),
 Anecdotes (stiumlating interest),
 Discussion (two way communication exchnage),
 Examples (for applicative illustration of theory), and
 Questions (to ellicit understanding).
Discussion & brainstorming method;
 Discusion method isbest used to promoteconducive learning and a convienient
teaching situation. It gives participants the opportunity to express their views &
opinions.
 Discusion method involves sharing ideas, experiences, solving problems. It reinforces,
supportsand expands upon information conveyed.
 Brainstorming method seeks to discovernew ideas and responses very quickly and it
differs from discussion in that it seeks for as many ideas as possible without
disregarding any of them.
Games method
 Trainers are learning managers and must be adept at infusing games (entertainment) in
training sessions. Games are used in training to improve –communication, skills &
competences and learning.
 Games focus on intensional and specific learning outcomes which lead to impactful
measuremable long lasting chnages in performance and behaviour.
 Games can be engaged through – phyical activity, simulationsand experimental
exercises.
Roleplay method
  Roleplay is a training innovation which provides vicarious (remote) experience by
(watching or reading about somebody or something).
 Role play helps minimize poor verbal behaviour in real life situations.
 Role play provides systematic reflection of experience with the aim of learning to take
place.
 Role is a form of experiential learning but is usually more impactful than everyday Page | 29
experience because it involves – observation, discussion and analysis.
 Role play can be structured of spontaneous.
Case study method
 A case study is a description of a situation faced by an individual, department (group) or
an organization.
 Case study method comprises discussion of by co-learners involving - study, analysis
and strategy development of a case to inform action plan(s).
 Case study method is based on active participation and cooperation or democratic
discussion of situations.
 It replicates the manner in which decisions are taken in practice with supervisors, peers
and sub ordinates.

2.3.5. ICT in training

ICT in training involves the systematic of people & technology to achieve a pre-determined training
purpose. ICT in training involves the inter connected systems,sub systems of equipment that is used for
automatic training through:
Acquisition,
Dissemination,
Storage,
Manipulation,
Management,
Display, or
Transmission (of information or data).
ICT in training can be used to enhance retention and adaptation of content to diverse groups of
participants.

2.3.6. Macroeconomics of training

Market failures lead to too little training by busineses and the limited training that us undertaken is often
concerntrated within a narrow groupof individuals. The shortage of trainedworkers is thus an obstacle to
expanding investment and makes it particularlyhard to attract high-skill intensive industries.

The macroeconomic costs in terms of lost potentialoutput can also besizeable,given theproductivity
gainslinkedto training as well as spillovers that MNC transmit to local firms. Policy thrust should create
incentives for training programs that align with business requirements targeted at high returns on training
investment.
 2.4.Occupational Safety and health (OSH)

2.4. Page | 30
Occuptional Safety & Health

2.4.3. 2.4.5.
2.4.1. 2.4.2. 2.4.4. 2.4.6. 2.4.7. 2.4.8.
key OSH
Overview of Scope of OSH Managing OSH OSh edu.&
principles of enterprise
OSH OSH framework OSH surveilance training
OSH policy

2.4.1. Overview of OSH

Occupational Safety and Health (OSH) is the science of anticipation, recognition, evaluation and control of
hazards arising in or from the workplace that could impair the health and well-being of workers. OSH
takes into account the possible impact on the surrounding communities and the general environment.

2.4.2. The scope of OSH

The scope of OSH has evolved gradually and continuously in response to social, political, technological and
ecocnomic chnages. Globalization of the world economies and its repercussions is one of the greatest
forces for change in the world of work and consequenctly in the scope of OSH positively and negatively.
New types and patterns of hazards develop from:

Librearlization of world trade,

Rapid technological progress,
Significant developments in transport & communication,
Shifting patterns in employment,
Changes in work organization practices,
Different employment patterns in men & women,
the size, structure, & life cycle of enterprises,
New technologies etc.

Demographic changes and population movements and the consequenct pressureson the global
environmen, also affect Saftey and Health in the world of work. The hallamark of OSH is for the protection
of workers against sickness, disease and injury related to the working environment. This accounts for why
the International Labour Organization (ILO) standards and instruments are either wholly or partly
concened with issues related to OSH.

The human, social, economic costs occupational accidents, injuries and diseases and major industrial
disasters have long been cause for concern at all levels from the individual workplace to national and
international. Measures and strategies designed to prevent, control, reduce or eliminate occupational
hazrads and risks have been developed and applied continuously over the years to keep pace with
technological and economic change.
 2.4.3. Key principles in OSH
A number of key principles underpin OSH and are designed to achieve a vital objective – that work should
take place in a safe and healthy environment. OSH is an extensive multidisciplinary field that touches
issues relating to; Page | 31
Medicine (physiology & toxicology) Ergonomics Physics
Chemistry Technology Economics Law, etc.
Despite the variety of concerns and interests, certain basic principles can be identified such as:

Rights of workers,
Establishment of a national OSH policies,
Establishment of a national system for OSH,
Formulation of national OSH program,
Consultation with social partners & other stakeholders,
OSH policies must aim at prevention and protection,
Health promotion is central to OSH,
Ensure policy enforcement, etc.
2.4.4. Framework for OSH
Although effective legal, technical tools and measures to prevent occupational accidents & diseases exist,
large scale (national) effortsto tackle OSHproblems are often fragmented and thius have less impact. Such
efforts are also inevitably hampered by time lags between changes in world of work detection of new
hazard risks and the development & implementation of apprpriate responses.

Traditional strategies and methods for prevention & control need radical updating to respond effectively
to the fast & continuous changes in the workplace. This will ensure that OsH will be at the forefront of
national and enterprise priorities. This can in part be done by raising the general awareness of the
importance of OSH in social and economic contexts and inegrating it as a priority element in national and
business plans.
2.4.5. OSH policy with the Enterprise
Since occupational accidents and work related injuries occur at the individual work place, preventive and
control measures within the enterprise shouldbe planned and initated jontly by the employer, managers
and workers concerned. These measures should be based on clear implementable and well defined policy
at the enterprise level.

This OSH policy represents the foundation from which OSH goals and objectives, performance measures
and other system components are developed. It should be concise, easily understood, approved by the
highest level of management and known by all employees in the organization. The policy should be
written and cover the organiztion’s agreement to ensure OSH in particula, it should:

Allocate various responsibilities for OSH with the enterprise,

Bring policy information to the notice of every worker, supervisor & manager,
Determine how OSH services are to be organized, and
Specify measures to be taken for the surveillanceof the working environment and worker’s
health.
Employer’s responsibility – the measures taken will vary depedning on the nature of economic activity and
type of work performed, in general, employers shoud:
Provide and mainatian workplaces,machineryand equipmentand use work methods,which are
safe and without risk to health, Page | 32
Give the necessary instructions and training to managers and staff, taking account of the
functions and capacities of different categories of workers,
Ensure that work organization, particularly with respect to hours of work and rest breaks, does
not adversely affect the safety and health of workers,
Provide where necessary, for measures to deal with emergencies and accidents, including
adequate first-aid arrangements.
Worker’s responsibility and rights – the cooperation of workers within the enterprise is vital for the
prevention of occupational accident and diseases.
Enterprise safety and health policy should therefore encourage workers and their representatives
to play this essential role,
Workers must take reasonalbe care for their own safety and that of other persons who may be
affected by their acts or ommissions,
Workers must comply with instructions given for their own safety and health and thoese of others
following safety procedures,
Report any accident or injury to health which arises in the course of or in connection with work.
Safet and health committees – cooperation in OSH between management and workers or their
reprsentatives at the workplace is an essential element in maintaining a healthy working
environment.
Cooperation also contributes to the establishment and maintenance of a good social climate as
well as the achievement of wider objectives.
Worker organizations play a vital role in reducing the toll of accidents and ill health.

2.4.6. Management of OSH

The protection of workers from occupational accidents and diseases is primarily a management
responsibility, on a par with other managerial tasks such as setting production targets, ensuring quality of
products or providing customer service.

Management therefore sets the direction for the company, the strategic vision and mission statement
establishing a context for growth, profitability and production, as well as placing value on worker’s safety
and health throughout the enterprise.

The system for managing health and safety should be integrated within the company’s business culture
and processes. If management demonstrates in words and action through policies, procedures and
financial incentives its commitment to worker’s safety and health, then employees will respond by
ensuring work is performed safely.

While the ultimate safety and health responsibility is for top management, authority should be delegated
to all management levels. This puts immense responsibility on supervisors as safety managers because
maintain constant contact with employees.
 2.4.7. Surveillance of OSH
Since the consequence of occupational hazards may not be apparent for many years, it is important
to identify potential dangers early before they result in incurable diseases. The methods for
identifying occupational hazards and the health problems associated with them can be broadly Page | 33
classified as:
Biological monitoring
Medical surveillance
Epidemiological approaches
To ensure a healthy working environment, there must be monitoring at the workplace. This involves
a systematic surveillance of the factors in the working environment and working practices which
may affect worker’s health, including sanitary installations, canteens and housing where applicable.

Surveillance is everyone’s business from the most junior worker to the owner(s). Basic surveillance
includes observation of potential & actual routine functions, where possible surveillance training
should be done so that capacities to mitigate danger to health and life can be developed for
remedial action to be taken. The main objectives of surveillance and monitoring is to

Identify hazards,
Determine level of worker’s exposure,
Prove compliance with regulatory requirements,
Assess the need for control measures, and
Ensure the efficiency of control measures in use.

The above can be achieved by relevant authorities establishing “Occupational Exposure Limits” –
OELs. Occupational Exposure Limits responsibility includes:
Establishment of criteria for determining the degree of exposure to hazardous substances or
agents,
Prescribe limits to exposures: which must be periodically reviewed & aligned with scientific &
technological advancements
 Substances – (solvents vapours or asbestos)
 Physical hazards (noise, radiation, heat or cold)
Specify levels of hazard as indicators for surveillance of working environments,
Design technical implementation preventive measures required

2.4.8. Health promotion, Education and Training

Country level
Health and safety promotion requires education and training. Health and saftey promotion begins with
workplace monitoring which depends on data collection. Employers should keep records of the
monitoring of exposurefor rspectcive periods determined by competent authoity, to enhance assessment
of health & safety impairment and exposure.

These records must be archived by authorities for long term durations and should include relevant data
such as – site details, products, manufacturerand methods used, personal protective clothing or
equipment availability, protective clothing & equipment usage
This information must be readily avaialble for all stakeholders – workers, workers representatives,
employers and authorities. A healthy,motivated and contenetd workforceis fundamental to the social and
economci well-being of any nation.

Achieving this requires measures towards preventing occupational hazards & protecting the workforce as Page | 34
well as promoting health & safety-oriented culture. Promoting heaslth and safety culture is cheifly
achieved through health & safety training & education and training. This proactive approach presents OSH
as a modern corporate strategy that aims at preventing ill health and work place accidents.

Health and (safety) education also includes worker’s lifestyles such as – diet, exercise, smoking, drinking
habits which require health education programs. OSH promotion covers a wide range of measures aimed
at increaisng interest in a healthy & safe working life, and includes:
 A comprehensive system of information dissemination,
 Targeted campaigns for different sectorof occupational safety & health, and
 Safety promotion activities.

Enterprise level
Training and information is also required at enterpise level to equipemployeeswith appropriate training in
occupational safety and health. OSH training should be perceived as measures to imprive working
conditions and the work environment.

Instruction and training should be develooed & delivered considering the functions and capacities of
different categoriesof workers. Employees should have reasonable time duirng their paid working
hours,to exercise their safety and health functions as well as receive applicable training. These training
programs should focus on:
 Prevention,
 Control, and
 Protection.
 2.5. Employee and labour relations
There is some relationship between HR and industrial (labour) relations, which requires HR personnel to
be aware of government’s laws and regulations that pertain to minimum wage, equality in labour etc.
Organizations and HR professionals need to be conscious of economic changes, arising from new
technologies that lead to different work practices, emergence of new business opportunities and
destruction of some traditional industries & organizations. Page | 35

Effective Industrial Relations including (Labour market) regulation conditions must balance competing
economic and social goals. Poorly designed labour regulations can reduce opportunities and incentives
for foreign &as well as domestic businesses to make new investments & expand, which in turn can result
in fewer jobs with lower employment rates.

Enforcement of these standards benefits a country as a whole, not just its workers, because the core
labour standards are central to the healthy functioning of market economies. Core labour standards
fundamentally protect employee rights in the workforce and are based on the International Labour
Organization – ILO’s consensus.

HR professional need to help their organizations possess sufficient knowledge, skill and attitude to
respond efficiently to market forces to enable stay competitive. This as well involves staying abreast with
the economics of Industrial relations such that organizations can modify their operations and investments
quickly aligned with changes in demand & technology developments.

Of necessity, the ways in which HR and Industrial relations operate are heavily dependent on national,
industry and workplace contexts. Thus HR professional should also be aware of the status and nature of
“flexible work schedules” so as to determine the optimum mix of full time and part time employees.

Potential trade-offs between promoting social goals and attracting investment can be seen in tow main
ways.
Wage formation methods – such as setting the legal minimum wage that result in labour costs
too high to spur job creation and in underutilized labour resources, particularly female
employment, which prevents economics from fully benefiting from their HRD investments.
Non-wage cost increase – which employers are not able to pass on to employees through
lower monetary remuneration. Thus, overly burdensome non-wage labour costs can have the
same dampening effect on job creation as well as wages that are too high.
 2.5.Work design and organization development
2.5.1. Work design
Work design is also known as “Job definition” or “Task design”, it is the process of assigning tasks to a job,
including the interdependency of those tasks with other jobs. It is to help improve the employee’s
relationship with the job in hand and increase the quality of the product or service at the same time. Job
design is essential in keeping an organization at the right work standard and employee ethics. Page | 36

The goal of work design is to develop procedures, methods and relationships that satisfy technological and
organizational requirements as well as social & personal requirements of the job holder. Job definition is a
core function of human resource management.

The principles of task design are geared towards how the nature of a person's job affects their attitudes
and behavior at work, particularly relating to characteristics such as skill variety and autonomy. The aim of
a job design is to improve job satisfaction, to improve through-put, to improve quality and to reduce
employee problems such as grievances, absenteeism.

Task design is based on job characteristics theory which posits that work should be designed to have five
core job characteristics, which engender three critical psychological states in individuals. The five core job
dimensions include:
Skill variety — range of skills and activities necessary to complete the job, the wider the range,
the higher the job satisfaction is likely to be.
Task identity – measure degree to which jobs require completion of a whole and identifiable
piece of work.
Task significance — looks at the impact and influence of a job, job satisfaction is higher if
people believe that are adding real value,
Autonomy — describes the amount of individual choice and discretion involved in a job, more
autonomy leads to more satisfaction.
Feedback — this dimension measures the amount of information an employee receives about
his or her performance, and the extent to which he or she can see the impact of the work. The
more people are told about their performance, the more interested they will be in doing a
good job. So, sharing production figures, customer satisfaction scores etc. can increase the
feedback levels.
In turn, these psychological states enhance employees’ intrinsic motivation, job satisfaction, quality of
work and performance, while reducing turnover.
Also this five core job dimensions listed above result in three different psychological states, the
psychological states include:
Experienced meaningfulness of the work (core dimension 1- 3)
Experienced responsibility for the outcomes of work (core dimension 4), and
Knowledge of the actual results of the work activity (core dimension 5).
Page | 37
Some tactical techniques are used in job design, they include:
Job rotation – aims at increasing organizations effectiveness & efficiency through a
multi skilled workforce,
Job enlargement – allows employees determine the own pace as well as quality
control mechanism,
Job enrichment – increases employee’s autonomy over the planning & execution of
their own work autonomously,
Work reform – increases workforce participation through suitable workplace
relations and adjustments,

A good job design must consider the impact on the attitude, beliefs and feelings of the employee. These
include organizational commitment., work motivation, performance, job satisfaction, mental health,
reduced turnover and sickness absence.

2.5.2. Organizational development

Organizational development is a clear strategy for managing and growing an organization. Organizational
development is a step-by-step methodology which identifies dysfunctional aspects of work flow,
procedures, structures and systems, realigns them to fit current organization realities & goals and then
develops plans to implement the new changes. The process focuses on improving both the technical and
people side of the business.

Typically, organizational development process leads to a more effective organization design, significantly
improved results (profitability, customer service, internal operations), and employees who are
empowered and committed to the business. The hallmark of Organizational development is a
comprehensive and holistic approach to organizational improvement that touches all aspects of
organizational life, to enable the achievement of:

Excellent customer service

Increased profitability
Reduced operating costs
Improved efficiency and cycle time
A culture of committed and engaged employees
A clear strategy for managing and growing your business

Good organization development enables the integration of people with core business processes,
technology and systems. A well-designed organization ensures that the form of the organization matches
its purpose or strategy, meets the challenges posed by business realities and significantly increases the
likelihood that the collective efforts of people will be successful.
As companies grow and the challenges in the external environment become more complex, businesses
processes, structures and systems that once worked become barriers to efficiency, customer service,
employee morale and financial profitability. Organizations that don’t periodically renew themselves suffer
from such symptoms as:

Inefficient workflow with breakdowns and non-value-added steps, Page | 38

Redundancies in effort,
Fragmented work with little regard for good of the whole,
Lack of responsibility ownership,
Delays in decision-making, etc.

Although adaptable to the size, complexity and needs of any organization, the Organizations Development
process consists of unique characteristics and challenges and opportunities. In organizational
Development planning, it is essential to note that the employee’s corporate performance is determined
by their (explicit & tacit) competences, their (basic & expert) capabilities but also how they feel.

Successful organizational performance is fundamentally based upon the alignment of the organization’s
structure with the shared understanding of the purpose of the organization’s mission. Capturing these
relationships to create a powerful sense of individual contribution which builds the success of the team is
essential to “organizational Development”.
 2.6.Job design
Also known as “work design” or “task design”, job design is a core function of human resource
management and it is related to the specification of contents, methods and relationship of jobs in order to
satisfy technological and organizational requirements as well as the social and personal requirements of
the job holder. Its principles are geared towards how the nature of a person's job affects their attitudes
and behavior at work, particularly relating to characteristics such as skill variety and autonomy. The aim of Page | 39
a job design is to:
Improve job satisfaction,
Improve through-put,
Improve quality, and
Reduce employee problems (e.g., grievances, absenteeism).
Job design aligns with job characteristics, which proposes that work should be designed to have five core
job characteristics, which engender three critical psychological states in individuals. The five core job
characteristics also known as core job dimensions include;

Skill variety — this refers to the range of skills and activities necessary to complete the job, the
wider the variety of skills, the more satisfying the job is likely to be.
Task identity — this dimension measures the degree to which the job requires completion of a
whole and identifiable piece of work, the higher the more satisfaction.
Task significance — this looks at the impact and influence of a job, if people believe they make a
difference, and are adding real value to colleagues, the more satisfied they are on the job.
Autonomy — this describes the amount of individual choice and discretion involved in a job. More
autonomy leads to more satisfaction.
Feedback — this dimension measures the amount of information an employee receives about his
or her performance, and the extent to which he or she can see the impact of the work. The more
people are told about their performance, the more interested they will be in doing a good job.
The three critical psychological states include;
Experienced meaningfulness of the work: the extent to which people believe that their job is
meaningful, valued and appreciated (associated with core dimensions 1-3).
Experienced responsibility for the outcomes of work: the extent to which people feel accountable
for the results of their work, and its products (associated with core dimension 4).
Knowledge of the actual results of the work activity: the extent to which people know how well
they are doing (associated with core dimension 5).
 Job design elements;
[Job characteristics & psychological states

Page | 40

Experienced Experienced Knowledge of actual

meaningfulness of the responsibility for the results of the work
work outcomes of work

(Psychological state 1) (Psychological state 2) (Psychological state 3)

Skill variety Task identity Task identity Task identity

(Characteristic 1) (Characteristic 3) (Characteristic 4) (Characteristic 5)

Task significance
(Characteristic 2)

There are different techniques for job design, some of which include;

Job rotation – is a job design method which is used to enhance motivation, develop workers’
outlook, increase productivity, improve the organization’s performance on various levels by its
multi-skilled workers and provide new opportunities to improve the attitude, thought capabilities
and skills of workers.
Job enlargement – the process of allowing individual workers to determine their own pace (within
limits), to serve as their own by giving them responsibility for quality control, to repair their own
mistakes, to be responsible for their own machine set-up and repair and to attain choice of
method.
Job enrichment – increases employee’s autonomy over the planning and execution of their own
work, it has the same motivational advancement as job enlargement, however, it has the added
advantage of granting workers autonomy.
Human relations school – this posits that organizations are social systems in which psychological
and emotional factors significantly influence productivity. The common elements in human
relations are the beliefs that;

 Performance can be improved by good human relations,

 Managers should consult employee in maters that affect staff,
 Leaders should be democratic rather than authoritarian,
 Employees are motivated by social and psychological rewards as well, and
  The work group plays an important part in influencing performance.

Socio-technical systems – seeks to jointly optimize the operation of the social & technical system,
such that goods & services are efficiently produced and psychological needs of workers are
fulfilled.
Work reform – focuses at workplace relations and changes made which are more suitable to Page | 41
management and employees to encourage increased workforce participation.
Motivational work design – this projects the considerable evidence that job design can influence
satisfaction, motivation and job performance. This influence arises mainly from the relationship
between employee’s expectancy that increased performance will lead to rewards.

2.7.Job evaluation

2.8.Performance appraisal

2.9.Succession planning
Page | 42
Page | 43
 3. HR policy and other applications
3.1.HR policies and procedures
Policy refers to the constitution, art or method of governance within organizations, it is also a standing
plan to guide action. Policies are typically effectively implemented by clear statements – policy statements
– which are formal representation(s) of a policy.
Page | 44
Effective policies usually have objectives – policy objectives – which are aims, goals or objectives which a
policy is designed to achieve.

Policies should as well have strategies that delineate the modalities that will be used to achieve the policy
objectives. Policies guide the realization of specific organizational targets and as such require instruments
– policy instruments – which are mechanisms set up to facilitate policy implementation, policy
instruments include:
Financial,
Infrastructural,
Administrative, and
Legislative.

Organizations should device means of assessing the effectiveness (impact) of its policies on the
organization in terms of:
Appropriateness,
Effectiveness, and
Adequacy.

The policy assessment phase of policy cycles results in rating policies as good or bad policies in terms of
its;

Cost effectiveness,
Business objectives attainment.

HR and related policies must be broad based enough to include key areas of all stakeholder interests –
health & safety, human capital development etc. A policy should detail the arrangements for protecting
employee’s health and safety and outline the responsibilities of management and employees. Policies
should be authenticated by written procedures so that everyone in the organization is aware of their
responsibilities.

Policies and procedures must be reviewed & updated from time to time to reflect any changes in
legislation, technology (plant & equipment), substances used in the workplace, systems of work or the
environment. Appropriate regulatory authorities need to establish coherent & comprehensive HR
development policy framework that is consistent with its broader development and investment
objectives.

Policy review should be periodically done in line with prevailing socioeconomic realities, this process
involves re-examination of the impact of policy elements to ensure its relevance. HR policies must also be
flexible enough to respond to the new skill needs created by changing technologies and economic
structures. Of particular importance to this is the falling cost and rising quality of information &
communication technologies which is increasing the demand for skilled workers. This in turn makes low
HR development an obstacle to return on investment.

Achieving this requires close co-operation between policy makers and the main stakeholders along with
periodic assessment of the impact of HR development policies on business outcome. HR policies that
pertain to human capital development is a critical input for increased economic growth. Research shows Page | 45
that investment in human capital over a two decade period in 17 emerging economies accounted for
about ½ of a percentage point in their annual GDP growth.

Research shows that human capital is one of the most important determinants of investment location
decision of foreign firms and its importance is growing over time. Capacity building related polices are also
essential because roughly one in five firms in many developing countries rate inadequate skills and
education of workers as a major obstacle to their operations.

Capacity building policies must be built on the extent and success of educational policies which provide for
a more educated workforce which facilitates effective training programs and outcomes. Policy
implementation though the purview of management is everyone’s responsibility. Each stakeholder group
must be fully aware of their responsibilities and expectations to ensure effective implementation.
 3.2.HR metrics
HR metrics are a vital methods of quantifying the cost and the impact of employee programs as well as HR
processes in measuring the success (or failure) of HR initiatives. They enable a company to track year-to
year-trends and changes in these critical variables.

Human Resource (HR) metrics are measurements used to determine the value and effectiveness of HR Page | 46
initiatives, typically including such areas as turnover, training, return on human capital, costs of labor, and
expenses per employee.

The need for HR metrics

It is often required of human resource departments to show the organizational value of money and time
spent on human resources management training and activities. The value of reporting and analysis of HR
performance in various areas aims to improve the organizations function and internal temperature. HR’s
challenge is to provide business leaders with actionable information that helps them make decisions
about investments, marketing strategies and new products.

HR metrics are thus a vital way to quantify the cost and the impact of employee programs and HR
processes and measure the success (or failure) of HR initiatives. They enable a company to track year-to
year-trends and changes in these critical variables. It is how organizations measure the value of the time
and money spent on HR activities in their organization.

The effectiveness of HR metrics

HR metrics shows whether the HR practices have a positive effect on the employees and the organization.
This is very important for HR because they are regarded as the leader for acquiring, developing and
helping to deploy talent. HR metrics include the following;

a. Staff turnover metric – This assesses if there is a recruiting or morale challenge in the organization,
it reveals if organizations spend appropriate time in recruiting and training new staff.

Number of employees leaving

Staff turnover =
Total number of employees

b. Sales per employee – this measures efficiency of HR, whether organizations are deploy more
personnel to non-operational (marketing) functions than to operational functions, when
organizations increase the ratio of outsourced work, operations expenditure begin to surpass HR
expenditure.

Total revenue Net profit

Sales per employee = Total number of employees X Total number of employees

c. Training per employee metric – this metric shows how much time and effort is devoted to training

Days devoted to training Staff training expenditure

Training per employee = Total number of employees X Total number of employees
 d. The 9-box grid – this metric is based on a 3 x 3 table in which the employees are assessed on
performance and potential. Employees with high performance, but low potential are perfect for
their current job functions. Employee whose performance functions on the top right corner, with
high scores on both performance & potential are often designated to quickly advance through to
the organizational ranks as they can add more value higher up the ladder. The 9-box grid is an easy
way to assess the current and future value of employee and is a helpful tool for succession Page | 47
management.

e. Absenteeism days per employee – this measure indicates if there are morale problems, decisions
based on this metric should be arrived at with other factors.
Total absent days
Total absent days = Total number of employees

f. Revenue per employee – this metric shows the efficiency of the organization as a whole, it is an
indicator of the quality of hired employees.
Total absent days
Total absent days =
Total number of employees

g. Human Capital ROI – this metric assesses the value of human capital that is employee’s knowledge,
habits, social & personal attributes.
Total revenue – (Operating expenditure + Compensation + Benefits)
Human Capital ROI =
(Operating expenditure + Compensation + Benefits)

h. Revenue per employee – this measure calculates the average revenue generated by employee, it is
an indicator of the quality of hired employees which shows the efficiency of the organization as a
whole
Total revenue
Revenue per employee =
Total number of employee
HR metrics can help uncover strengths and weaknesses within organizations and provide insight into
which areas you need to focus on improving and which ones you need to capitalize on. This reveals to
organizations if their HR practices have positive or negative effects on employee’s and organization’s
health. When metrics reveal for instance the impact of high turnover, by projecting its costs as percentage
when it reaches 15%, 25% or 35% of organization’s profits, it has a big impact organization wide. Page | 48

HR metrics help organizations develop core competences by demonstrating the connection between HR
practices and other tangible effects on an organization’s ability to gain & sustain competitive advantage.
Metrics used by organizations need to show data on how human capital strategy is effective and that
organizations are acquiring, developing and deploying the proper talent.

These make HR metrics invaluable for assessing organization’s performance and for devising strategies.
The key to finding the right metrics for your organization needs is to identify the overall business needs as
organizations may differ in terms of the metrics they use.
 3.3.HRM and business strategy
Business strategy emanates from HR strategy and a good business strategy is essential survival in the
market place. Strategy is summarized as planning, implementation, evaluation and control of an
organizations activities. Strategy enables organizations to understand and cope with competition by
describing goals and how they will be achieved.
Page | 49

Performing similar
activitiesdifferently

Creating fit among Perfoming

an organizations Strategy different activities
activities

Making trade-offs
in competition

Strategy is viewed from four Meta schools of thought in the way it is or should be implemented, they
include:
Classical approach – “detailed” organizational planning
Evolutionary approach – “changing” market planning
Processual approach – “learning & adapting” from imperfect markets
Systemic- “social” sensitivity & embeddedness

Strategy is also classified by level of planning and execution across different strata of organizations:
Corporate strategy – the overarching strategy that decides “what” and “how”, it is the highest
level in a diversified firm.
Business level strategy – the aggregate strategy of a single enterprise or a strategic business unit in
a diversified firm, which includes:
 Cost leadership - cost cutting & redundancy elimination
 Differentiation –unique approach to business
 Focus – segment concentration using cost leadership& differentiation
Functional level strategy – short & medium term specialized departmental decisions.
Operational level strategy – narrow focused day-to-day activities
Behind the creation, harnessing and maximization of strategy is HR.
It is HR that:
Outlines strategy level across management tiers,
Decides between cost leadership, differentiation or focus strategy,
Decides on a particular strategy perspective or the most suitable combination
 3.4. HR data management tools
HR data is a pre requisite and a critical part of HR metrics. HR data is an important element that must
ensure validity and reliability of its data, if the proper data is not collected or it is not collected reliably
any decisions based on it will not be accurate.

Personnel Page | 50
records

Questionnaires Observations
HR data
sources

Focus
Intervies
Groups

HR data sources include:

Personnel records – provides information used for analyzing trends, e.g. how long employees have
worked etc.
Observations – the measure of absenteeism for instance is derived from observations over time.
Interviews – provides direct information about HR issues and provides much more information
that mere records
Focus groups – used to find out how employees feel about different issues etc.
Questionnaires – used to collect multivariate data across geographic locations.

Once (HR) data have been collected, they can be analyzed using two broad analytical tools: quantitative
and qualitative methods.

HR data analysis methods

Quantitative Qualitative

3.4.1. Quantitative method

The quantitative method is based on basic mathematical models for measuring historical data.
HR data management involves proper analysis and interpretation of HR data in relation to the business
strategy of organizations.
Correlation – a measure that determines if there is a relationship between two variables.
 e.g. if the rate at which employees owed each other petty cash is high and the organization
resorts to weekly payments and debt incidence reduces, then there is a correlation
between income frequency and debt incidence.
 Correlation coefficient – states the direction and magnitude of the relationship between
variables, which can range from -1.0 to + 1.0.

Page | 51

The steeper the trend line (the higher the absolute number), the greater the connection between the
two variables. In the example above:
 A positive correlation of (+0.8) reflects a stronger connection between variables than say (+0.4),
 A negative correlation of (-0.2) reflects a weaker correlation between variables than say (-0.1).

Measure of central tendency – often referred to as the “average”, includes measures such as:
 Mean – the sum of the values in a set of numbers, divided by the numbers of the values
in an observation or count.
 Median – the most centrally located number in a sequential array of numbers
 Mode - the most frequently occurring number
 Moving average – a.k.a. rolling average is used to calculate the average for a specific
period, such as (12) twelve month salary average, from Jan. to Dec., Feb. to Jan.
 Weighted average – used to compensate for data that may be out of date, where the
more recent data is multiplied by a predetermined number to better reflect particular
situation.
 Weighted moving average – assigned more weight to current data as well as drops the
oldest data when new data is added.
Time series forecasts – used to measure historic data and provide a basis for projecting future
requirements. This can be used for instance in staffing levels, compensation trends, effectiveness
of recruiting system etc. Time series measures include:
 Trend analysis – compares changes in a single variable over time (years) as the measures
increase or decrease. It is useful in revealing seasonal trends (cycles). Which are periods of
time when patterns of (growth, peaking, decline or plateauing at the bottom) become
apparent.
  Simple linear regression – measures relationship between one variable such as (staffing)
against another such as (output) and allows prediction of one variable from the other.
 Multiple linear regression – measures the relationship between several variables to forecast
another, such as between lower staffing levels, absenteeism against production output.

3.4.2. Qualitative method Page | 52

The qualitative method is subjective and based on best judgment of experienced HR personnel. These
tools can be as simple as an estimate made by a knowledgeable executive. Qualitative data can be
gathered from surveys, interviews, discussions, case studies or observations etc. With the proliferation of
technology, qualitative data can also be sourced through Skype, instant messaging, twitter, LinkedIn,
Facebook etc.

Qualitative data produces very detailed information which is essential to HR decisions, with explanations
for – how, why, what, where and when. Qualitative reports may contradict information contained in
quantitative reports, it is imperative that both quantitative & qualitative reports are reviewed before
making any HR decisions. Power outage(s), employee conflict and other distractions may cause an
efficient employee’s assessment to drop. Qualitative reports provide contain explanations of these events,
while quantitative reports focus on core productivity. Qualitative techniques includes:

Delphi method – this technique involves obtaining information from a group of individuals who
provide their expertise in succeeding rounds of questions about an issue. After each round, results
are collated, prioritized and returned to the participants in form of additional questions for further
analysis until a consensus is reached. The highlight of the Delphi method is that participants never
meet but provide their input in written form. It is very useful when participants are geographically
dispersed and pools a wide variety of ideas.

Nominal group method – this technique is a structured meeting format designed to elicit
participation from all members of the group in order to arrive at the best possible solution to the
HR concerns. The process is managed by a facilitator and individuals are given time to think &
write all their ideas that pertain to the issues. After that each participant presents their ideas,
which are recorded by the facilitator for further discussion. When all ideas have been presented,
the prioritizing & consensus building takes place until a resolution is reached.
 3.5.HR and Technology
Technology can be defined as the knowledge, products, processes, tools, techniques, methods and
systems used in the creation of goods and services. Technology draws heavily from scientific advances and
understanding gained through research and development, after which it leverages this information to
improve the performance and overall usefulness of products, systems and services.
Page | 53
In today’s world, to manage an organization well means to manage HR well, which in turn implies
managing technology properly for the success and survival of individuals, organizations and nations.

Technology has transformative power to improve learning for employees as well as enabling organizations
reduce input & operational costs. Developing appropriate structures to manage technology implies HR
development, this is because an organization’s people are responsible for its success and technological
advancement which is the foundation for new process and product development.
Technology like HR is a resource that must be managed, technology management is a set of policies and
practices that leverage technologies to build, maintain and enhance the competitive advantage of an
organization on the basis of proprietary knowledge and know-how.
Managing technology is therefore a method of operation that leverages on HR, technologies and other
business assets by optimizing the relationship between the technology functions of an enterprise. It
integrates, science, engineering and management with research, development and manufacturing in
order to meet the operational goals of organizations effectively, efficiently and economically.
The above typifies what the objectives of HR management, there is a positive correlation between
technology management and HR management. The objective of technology management is to turn
technology into a competitive weapon through identification, selection, acquisition, exploitation,
protection abandonment – which are all dependent on HR development and management.

Technology has had a significant impact on human resources practices, HR is transitioning to a more
technology based profession because utilizing technology makes information more accessible to the
whole organization, reduces administrative tasks duration, allows businesses to function globally and cuts
costs. These new technologies are particularly in the areas of electronic communication and information
dissemination and retrieval, have dramatically altered organization landscape. Specifically, technology has
improved HR practices in the following areas;
 E-Recruiting - recruiting has been the most influenced by information technology, in the past,
recruiters had relied on printing in publications and word of mouth to fill open positions. HR
professionals were not able to post a job in more than one location and did not have access to
millions of people, causing the lead time of new hires to be drawn out and tiresome. With the use
of e-recruiting tools, HR professionals can post jobs and track applicants for thousands of jobs in Page | 54
various locations all in one place. Interview feedback, background checks and onboarding can all
be viewed online. This helps the HR professionals keep track of all of their open jobs and applicants
in a way that is faster and easier than before. E-recruiting also helps eliminate limitations of
geographic location.
HRMS is a combination of systems and processes that connect Human Resource Management (HRM) and
Information Technology (IT) through HR software. HRMS can be used to revolutionize a workplace. HRMS
allows for automation of repetitive and time consuming tasks associated with human resources
management frees up some of the companies most valuable employees and allows the focus to shift to
culture, retention, and other highly impactful areas.
HRMS is essential for efficient handling of HR activities, most modern organizations have some form of
HRMS used to drive productivity levels. HRMS is used to effectively track employee histories, skills,
abilities, salaries and accomplishments. HRMS are used to enhance productivity in the following areas:
Managing payroll,
Recruitment & onboarding,
Employee data management,
Performance evaluation,
Learning management,
HR analytics and (informed) decision making, etc.
HRMS is sometimes used synonymously with Human Resource Information System (HRIS), however, HRIS
is a type of HRMS.

HRM
HRIS
Human Resource Information System (HRIS) is the fusion of Human Resource Management (HRM)
with Information technology (IT) to perform HR functions electronically.
HRIS enables organizations manage a number of activities including those related to HR, finance,
management, payroll, etc.
HRIS allows organizations to plan its HR more effectively as well as to manage them and control
them without needing to allocate too many resources toward them.
Through the efficiency advantages of a HRIS systems, organizations gain extra man hours that can
be used in other corporate tasks.
Human Resources Information Systems (HRIS) - the advent of HRIS was a clear benefit for HR
professionals, considering its eradication of reams paper generated during eh course of en
employment relationship. A HRIS serves two main functions
 As a repository of information, and
 An aid to effective decision making.
 As a repository, the HRIS provides an electronic means of storing employee documents, thereby
reducing the need to maintain physical files. In firms with multiple locations nationally and
globally, HRIS enables employee’s access information through the company’s intranet or via the
World Wide Web thereby reducing delays in HR activities.
As an effective decision making tool, HRIS provides access to a wealth of information needed to
make strategic decisions, such as analyzing turnover trends, creating succession plans or projecting Page | 55
staffing needs.
Some essential features of HRIS include:

 Employee Self-Service (ESS) – it allows employees see their own records through some type
of automated system. Advances in ESS technology also reduced repetitive administrative
HR tasks, thereby freeing professionals to concentrate on other important tasks and
projects.
 Applicant Tracking Systems (ATS) – this provides an automated method for keeping track of
job applicants from the time they first apply to an organization to the point when the
position is filled and beyond if the database is searched as new opening occur.
 Hiring Management Systems (HMS) – this technology is used to carry the employer brand
through the application process, it integrates with corporate recruiting websites to simplify
the candidate’s experience by moving data directly from candidate input to the database.
HMS prescreens by providing questions that will help candidates self-screen out of the
process if they do not meet minimum qualifications, thus reducing the time recruiters
spend reviewing resumes of unqualified candidates. HMS also provides additional recruiter
support with templates to standardize candidate communication and facilitate
communication between recruiters in large organizations.

HRIS

Hiring Learning
Employee Self- Applicant Tracking
management Management
Service (ESS) System (ATS)
Sytem (HMS) System (LMS)

 Learning Management System (LMS) – this technology streamlines the administration of

employee training programs. The components included in LMS depend on the organization
size and complexity of training needs. This system can be used to automatically enroll
trainees as well as notify managers when employees do not attend training. It can also
provide mangers with access to approve training requested by employees and to identify
skill development needs within their departments or for individual employees. Other
functions of LMS include - maintaining training curriculum, maintaining course calendar,
facility assignment, report generation etc.
 Time &
attendance

Workflow &
Applicanttrackin
communicati
g
on Page | 56

HRIS HRIS
Demographics
Benefit
&
management
compensation

Perfrormance
management

HRIS are flexibly designed with integrated databases, a comprehensive array of features, and powerful
reporting functions and analysis capabilities that you need to manage your workforce.

HRIS include modules with the following features such as resume and applicant management, attendance,
email alerts, employee self-service, organizational charts, the administration of benefits, succession
planning, rapid report production, and tracking of employee training.

A HRIS generally should provide the capability to more effectively plan, control and manage HR costs;
achieve improved efficiency and quality in HR decision making; and improve employee and managerial
productivity and effectiveness. Examples of some Human Resources Information Systems are: PeopleSoft,
MyTime, SAP, Timeco, and Jobs Navigator, etc.
 3.6.HR and personality types
Personality type theories see “introverts” and “extroverts” as two fundamentally different categories of
people. While trait theories see “introversion” and “extroversion” as part of a continuous dimension with
many people in the middle.

People can be classified by their personality types by varying degrees of classifications into groups of: Page | 57
 Two (2),
 Four (4),
 Eight (8) and
 Sixteen (16)

The two group classification

The general and broad classification of people by types is – extroverts (outward turning) and introverts
(inward turning).

 Extroverts process mental responses shorter than introverts through the “Acetylcholine”
pathway
 Introverts process mental response faster than extroverts through the “Dopamine” pathway

One a major difference between the brain function of “extroverts” and “introverts” is the way they
respond to the neurotransmitter (dopamine). Dopamine is a chemical released in the brain that provides
the motivation to seek external rewards such as – earning money, recognition, climbing the social ladder
etc.
Extroverts, introverts and neurotransmitter
When dopamine (the neurotransmitter) floods the brain extroverts turn outwards, they are motivated to
take risks and explore the environment. Both personality types have the same amount of dopamine, but
in extroverts the activity of the dopamine reward network is more active.
Introverts prefer to use a different neurotransmitter
When acetylcholine (the neurotransmitter) which is also linked to pleasure, floods the brain it makes
introverts turn inward. This powers their ability to think deeply, reflect and focus intensely on just one
thing for a long period of time. This explains why they prefer calm environments. The two things that
interest introverts the most are – hibernation and contemplation. Both personality types have the same
amount of dopamine, but in introverts the activity of the dopamine reward network is less active.
Extroverts, introverts and nervous systems
Both introverts and extroverts use both sides of their nervous system at different times, just as in the case
of neurotransmitters. Extroverts favor the sympathetic side, known as the “full-throttle”, “fight” or “flight”
side of the nervous system. This makes the brain more alert and hyper-focused on its surroundings, blood Page | 58
sugar and free acids are elevated which give more energy and digestion slows, thinking is reduced and this
leads to snap decision making. People who prefer extraversion draw energy from action: they tend to act,
then reflect, then act further. If they are inactive, their motivation tends to decline. To rebuild their
energy, extraverts need breaks from time spent in reflection.

Introverts favor the para-sympathetic side of the nervous system, nicknamed the “throttle down”, or
“rest-and-digest” side of the nervous system. This makes the brain and body conserve energy and
withdraw from the outer surroundings, food is metabolized, pupils constrict to limit incoming light, blood
pressure lowers and this leads to hibernation and contemplation. Conversely, those who prefer
introversion expend energy through action: they prefer to reflect, then act, then reflect again. To rebuild
their energy, introverts need quiet time alone, away from activity.

The four group classification

Personality types are further classified from “extroverts” and “introverts” to – Choleric & Sanguines for
“extroverts” and Melancholy & Phlegmatic “introverts”.

Personality type refers to the psychological classification of different types of individuals. Effective
personality typologies reveal & increase knowledge and understanding of individuals, as opposed to
diminishing knowledge and understanding as occurs in the case of stereotyping.
All “four” functions are used at different times by everybody, depending on the circumstances. However,
one of the four functions is generally used more dominantly and proficiently than the other “three”, in a
more conscious and confident way.
 Choleric
This personality type is dominant, proud, short-tempered, loves ruling, seek to be in control of situations.
They are directors of others and are alpha’s, their element is fire and they use imperative commanding
language, wording things as orders rather than requests. Compare, “get me a drink”, to “can I have a
drink”. They blame others for their own mistakes, often to the point of lying to save face. Their confidence
and demanding natures make them natural leaders, though this doesn't mean that they would necessarily
succeed at leadership positions. They love competition, but hate to lose.

 Sanguine
This group is social, boisterous, optimistic, socially useful, they find social interactions invigorating, which I
show they recharge as time alone bores them quickly. Their element is air and being very sociable they are Page | 59
talkers more than listeners. The more people they're surrounded by, the better they feel, and they're not
picky about who they get to know. They enjoy having many, many friends. They may tease others in a
'playful' way, expecting them not to 'take it so seriously'.

 Phlegmatic
This personality type is submissive, easy going, relaxed, they take the path of least resistance whenever
possible and so desperately wish for peace for everyone at all cost. Their element is water and their
language is generally full of uncertain phrases such as 'I think', 'maybe', 'perhaps', 'or something'.
Compare "maybe you could do X, or something?" to "do X" or "you should do X". They are well-behaved;
rebelling against established rules would feel deeply uncomfortable to them. They are empathetic, and
acutely aware of the feelings of those that they are interacting with, as they do not wish to hurt these
feelings.

 Melancholy
This personality type are perfectionist, sensitive, analytical, they are idealist who wish for things to be a
certain way and get distressed when they should not. With a high level of wisdom their element is earth
and they respond poorly to compliments, often rebutting them by saying that they’re not so great after
all. For instance, “Wow, that’s a really nice painting you just made!” and they will respond “I didn’t know,
the eyes are probably too big”, rather than “Thanks!” They will blame themselves for mistakes, because
they are acutely aware of their own imperfection. Their generally dour demeanor comes from their inner
struggle between an imperfect world and a desire for perfection.
 3.7.HR and nonverbal communication
More communication takes place by the use of
Gestures,
Postures,
Position, and
Distance Page | 60
Nonverbal communication is a complex process involving:
People,
Words,
Tone of voice, and
Body movements.
Regardless of cultures – words and movements occur together with such predictability that well trained
people can tell what people are saying in the minds. A person’s cultural background must be determined
before concluding about their gestures. Interpreting gestures in isolation can be fatal, they must be done
along with other gestures or circumstances. E.g. scratching the head could mean:
Dandruff,
Sweating,
Lice,
Uncertainty,
Forgetfulness, or
Lying.
Thus we must depend on other gestures that occur at the same time by looking at gesture clusters for
correct reading. Like any other language, gestures consist of
Words,
Sentences, and
Punctuations.
Each gesture is like a single word and a word may have several meanings, it is only when we put the word
into a sentence with other words that you can fully understand its meaning. Observation of gesture
clusters and congruence of the verbal and nonverbal channels are the keys to accurate interpretation of
body language.

All gestures should be considered in the context in which they occur in addition to looking for gesture
clusters and congruence of speech and body movement. E.g. if someone stood at a bus stop in the cold
with arms & legs crossed, they would be could and not defensive.
Status, power and education also have a direct relationship between the combination of verbal and
nonverbal communication. The higher up the social or management ladder, typically, the better people
are able to communicate with words and phrases.

Less educated and positioned people tend to depend more on gestures than words when communicating.
It is not possible to fake body language because of the lack of congruence between: gestures, body
microsignals and spoken words. E.g. Open palm gestures and a smile represents telling the truth, but if
they are accompanied by:
Contracting pupils,
One eye brow raised,
Twitching of the corner of the mouth,
These three (3) contrasting gestures reveal that the “open palm” gesture is false and the person is lying.
There are number of gestures that are used in nonverbal communication, such as:
Palm gestures,
Hand and arm gestures,
Hand-to-face gestures
Arm barriers, Page | 61
Leg barriers,
Eye signals,
Body lowering and status,
Desk, tables and seating arrangements etc.
The knowledge of “Body movement” (kinesics) is an essential element of strategic HR management.
Kinesics refers to the science of certain body movement and gestures in interpreting nonverbal
communication. Kinesics was first used in 1952 by Ray Birdwhistell, anthropology to show how people
communicate through- posture, gesture, stance and movement. All movements of the body have meaning
and that nonverbal behavior has a grammar that can be analyzed in similar terms to spoken language.

Kinesics is the interpretation of body motion communication (nonverbal communication) related to

movement of any part of the body or the body as a whole. Body movements convey information, but
interpretations vary by culture. Kinesics movements carry a significant risk of being misinterpreted in an
intercultural communication situation. Kinesics is comprised of sub nonverbal communication sub
categories which include:
a. Proxemics
Proxemics is the study of human use of space and the effects that population density has on behavior,
communication, and social interaction. The study of proxemics is valuable in evaluating not only the way
people interact with others in daily life, but also "the organization of space in houses or at work and
ultimately in towns are laid out. Proxemics refers to the relative interpersonal distances between people
in four zones: intimate space, personal space, social space, and public space.
 b. Physical environment/appearance
The physical environment plays a key role in nonverbal communication in apparent or subtle ways. The
physical environment (at work, home etc.) has an effect on the flow of communication. The set up and
structure of the space as well as other factors invite or inhibit communication at the work place.

Page | 62

The occurrence and reception of signals during nonverbal communication depends critically on the
physical environment in which they take place. E.g. the close approach of a stranger is more likely to
arouse discomfort when standing in line at a cash machine than when attending a crowded concert.

Even with “in-person” interactions, the physical setting and the environment also influence nonverbal
communication and exchange. E.g. during team meetings or projects where you want broad participation,
the furniture arrangement can help make this easy or difficult. A round table allows employees to see and
communicate with each other, whereas sitting in rows limits communication to the people in the
immediate area. If you want to encourage employees to focus on your presentation, engage them in an
open discussion afterward, use a V-shape, theater-style seating arrangement. To find the most effective
furniture arrangement, determine what type of communication you want to encourage and discourage.

Colours also play a role in the physical environment and nonverbal communication, using certain colours
on walls and interior decoration in the workplace can affect can affect communication at work. E.g. dismal
and dull work spaces painted in institutional colors such as white or gray can have a negative effect on
employee morale. If your business focuses heavily on creative tasks, incorporate bold colors with paint,
wall decor or other accents to raise the positive feeling of the room. A workplace atmosphere that feels
positive encourages productivity and communication, while contributing toward morale, too.
 c. Touch (haptics)
Haptics is any form of interaction involving touch, touch can be categorized in terms of meaning as -
positive, playful, control, ritualistic, task-related etc. Touch is the earliest sense to develop in the fetus.
Human babies have been observed to have enormous difficulty surviving if they do not possess a sense of
touch, even if they retain sight and hearing. Babies who can perceive through touch, even without sight Page | 63
and hearing, tend to fare much better.

Functional/professional - Managers should know the effectiveness of using touch while communicating to
subordinates, but need to be cautious and understand how touch can be misunderstood. A hand on the
shoulder for one person may mean a supportive gesture, while it could mean a sexual advance to another
person. Working with others and using touch to communicate, a manager needs to be aware of each
person’s touch tolerance
d. Chronemics
Chronemics is the study of the role of time in communication, it involves the study of human
communication as it relates to interdependent and integrated levels of time-experiencing. Chronemics is
"the interrelated observations and theories of man's use of time – the way in which one perceives and
values time, structures time, and reacts to time frames communication.
Time perception plays a large role in the nonverbal communication process. Time perceptions include
punctuality, willingness to wait, and interactions. The use of time can affect lifestyle, daily agendas, speed
of speech, movements, and how long people are willing to listen. Time can be used as an indicator of
status. For example, in most companies the boss can interrupt progress to hold an impromptu meeting in
the middle of the work day, yet the average worker would have to make an appointment to see the boss.
The way in which different cultures perceive time can influence communication as well.
 e. Eye contact & movement (Oculesics)
Oculesics, a subcategory of kinesics, is the study of eye movement, eye behavior, gaze, and eye-related
nonverbal communication. The specific definition varies depending on whether it applies to the fields of
medicine or social science. In medicine, it would refer to optometry and ophthalmology, in social science
it refers to nonverbal cues. Page | 64
Oculesics is one form of nonverbal communication, which is the transmission and reception of meaning
between communicators without the use of words. It can include the environment around the
communicators, the physical attributes or characteristics of the communicators, and the behavior of the
communicators. There are four aspects involved with Oculesics:
Eye contact
 Direct eye contact
 Indirect eye contact
Eye movement
 Eye movement occurs voluntarily or involuntarily, it can include changing eye direction,
changing focus, or following objects with the eyes.
Pupil dilation
Pupillary response is change in the size of the pupil, voluntarily or involuntarily. This change
happens at the appearance of real or perceived new objects of focus, and even at the real or
perceived indication of such appearances.
Gaze direction
 Gaze deals with communicating and feeling intense desire with the eye, voluntarily or
involuntarily.
 3.8.HR and (organizational) strategy
Strategy is an essential yet Imperfectable tool for HR and organizational management. Strategy combines
art, science and craft (technology) in formulating, implementing and evaluating cross functional decisions
that will enable an organization achieve its long term objectives.

Strategy theories are important, they contain the basic assumptions about key relationships in business Page | 65
life, theories tell us what to look out for, what our first steps should be and what to expect as a result of
our actions, theories are shortcuts to action. In this way strategy lays out the general path, not the precise
steps. There are four meta-schools of strategy
Classical (organizational) strategy
 Involves analysis, planning and commanding with profitability as the supreme goal
 Its notions are informed by 18th century Scotland, while its assumptions appeal to
militaristic ideals of ancient Greece
Evolutionary (market) strategy
 They believe long term plans are bound to be overtaken by events or undercut by
error.
 The buzzwords are to keep costs low and options wide.
Processual (learning & process adaptation) strategy
 They posit that strategy emerges more from budging, learning and compromise than
from planning.
 Processuals stay close to the ground and go with the flow.
Systemic (social embeddedness) strategy
 Forms and goals of strategy are based social context that is sociological sensitivity.
 Strategy matters in different sense by playing by the local rules.

Fourmeta schoolsof strategy

Classical Evolutionary Processual Systemic

(organizational (adaptation
(Market strategy) strategy) (Social sensitivity)
Strategy)

Specifically, strategy can be applied to HR – in the case of HR strategy and focuses on building an
organization structure that would allow top management to focus on their strategic responsibilities to
clearly separate executive responsibility from routine operational activities to create time, information
and psychological commitment for long term planning.
HR strategy requires elements of innovation - innovation strategy, which is can be used to nullify
experience. Innovation strategy is a tool for improving processes which lower costs (and yield costs
advantage) for increased organizational competitiveness. HR strategy seeks to coordinate and integrate
the activities of the various functional areas of an organization in order to achieve long term corporate
goals. There limitations and pitfalls in deploying HR strategy, strategy limitations include;
Defining strategy too narrowly
Defining strategy too broadly
 Changing technologies
While strategy pitfalls include;
Failure to correctly predict environmental reaction
Failure to develop HR skills
Failure to obtain HR commitment
Failure to follow strategic plans Page | 66
 3.9.HR, male and female difference
Hormones are a major source of difference between males and females, they are accountable for physical
and logical variations between genders. Hormones are responsible for the programming of our brains
before birth, dictating our thinking pattern and behavior. This is the reason why typically, most women
think & act alike most men think & act alike.
Page | 67
3.9.1. Males
Hormone effect
 The chemical cocktail of males makes them stronger and more active than females, the
application of this knowledge is essential in HR functions.
 Testosterone at teenage is 15 -20 times higher in boys than in girls the hormone flow in
boys is regulated and controlled by the brain as the body needs it.
 At puberty, testosterone surges through an adolescent boy’s body giving him a dramatic
spurt of growth and body ratio of 15% fat and 45% protein.
 Testosterone is a male hormone that is responsible for aggressive behavior in men which
causes them to be very active.
 Testosterone is responsible for the growth of beards in men, deepens the voice and
improves spatial ability, which is essential for reading maps & street directions.
 The downside of testosterone is that it must be given a vent otherwise it will cause
aggressive and anti-social behavior.
 By age 60 Plus, aggressive behavior in men reduces due to reduced testosterone
Spatial ability
 Spatial skills is linked to Testosterone, thus the more Testosterone the body produces the
more male-orientated the brain’s behavior will be.
 Males use their right frontal brain to solve mathematical and related problems.
 Brain development in boys occurs later than girls, which explains why boys perform less
than girls in early years.
 After puberty boys catch up with and exceed girl’s performance in mathematical reasoning
as Testosterone boosts their spatial ability, this explains why men don’t count aloud
 As a result it is said that the world’s schooling system favors males over females.
 Research shows that males score higher in Spatial (mathematics and map reading) in
autumn (September, October and November) when their Testosterone is at its highest
levels.
Why men work harder than men
 Testosterone is the hormone of success, achievement, competitiveness, this is why
majority of horn hooting at traffic is done by men.
 Research shows that sports men have higher testosterone levels after events than before,
which demonstrates how competition builds levels of aggression.
 Furthermore, high achievement causes more Testosterone to be produced.
 Testosterone also aid single mindedness and helps avoid fatigue.

3.9.2. Females
Hormone effect
 Female hormones change a girl’s body into a ratio of 20% fat and 20% protein, the purpose
of the extra fat is to give additional energy for breast feeding and insurance against times
when food will be scare.
  In women about 60 years of age, the ratio of testosterone to estrogen increases as
estrogen decreases, making women suddenly more assertive and self-reliant.
 Estrogen is a female hormone that gives women an overall feeling of well-being and
contentment and helps them in nurturing and nest fending behavior.
 Estrogen also aids memory, which explains why older women forget more easily than
younger women. Page | 68
 Progesterone is the hormone that releases parental and nurturing feelings in women and
its purpose is to encourage women to carry out child rearing role successfully.
 The hormone is so strong that when women see chubby babies or chubby teddy bears it is
released into their blood stream.
Spatial ability
 The low spatial ability in women is linked to lower levels of testosterone, thus women with
higher levels of testosterone have higher spatial skills, because estrogen suppresses spatial
ability, while Testosterone improves it.
 Very feminine women are below average in spatial ability, heir gene is “XO” instead of “XX”,
and this makes them super feminine in behavior.
 The spatial area for girls is on both sides of the brain, while the solving is done in the left
frontal verbal side of the brain.
 Brain development in girls occurs much earlier than in boys, which explains why girls
perform better than boys in the early years.
 The absence of testosterone burst in growing female’s results in males exceeding female’s
spatial abilities as well as explains why women count aloud.
 As a result it is said that our schooling system is more favorable to boys than girls.
 Research shows that pregnant women that received Testosterone injection in the womb
had kids with higher spatial ability than their sister who did not.
 Females with a moustache (has higher Testosterone level) and is much more likely to make
a good engineer than a very feminine woman.
Why women work less harder than men
 Lower levels of testosterone in women reduces bone strengthen making women less hard
working than men.
 Lower levels of testosterone results is shorter concentration spans which also impact how
much work women can do.
 Working women have higher levels of Testosterone than house wives, like wise daughters of
working have higher levels than daughters of house wives.
 Women who exercise frequently also have higher levels of testosterone and typically are able
to work longer than other women.
 3.10. Emotional intelligence
3.10.1. Definition
Emotional intelligence requires working beyond expertise, it involves managing ourselves and others in
better ways. There are some misconceptions of emotional intelligence

Emotional intelligence does not merely mean being nice Page | 69

Emotional intelligence does not mean giving free rein to feelings
Emotional intelligence means managing feelings so that they are expressed appropriately and
effectively, enabling people to work together smoothly toward their common goal.

3.10.2. Dynamics
Emotional intelligence focuses on personal qualities such as initiative and empathy, adaptability and
persuasiveness. Being emotionally intelligent involves having knowledge of psychobiology as the
emotional part of the brain learns differently from the logical (thinking) part of the brain.

The level of our emotional intelligence is not fixed genetically as in the case of Intelligence Quotient-IQ,
which changes a little after teenage. Emotional intelligence seems to be largely learned and continues to
develop and our competence in it has no upper limit.

Emotional intelligence skills are synergistic with cognitive ones and topper formers have both, the more
complex the job, the more emotional intelligence is required – because a deficiency in Emotional
intelligence can hinder the use of technical expertise or intellect a person possess.

All emotional competences involve some degree of skill in the realm of feeling, along with ever cognitive
elements are at play. This stands in sharp contrast with purely cognitive competence which a computer
can be programmed to execute as well as a person. Emotional competence is learned capability based on
Emotional intelligence gotten from work experience.

Emotional intelligence is essential, because out-of-control emotions can male smart/intelligent people
look stupid.

3.10.3. Applications to HR
HR professional require emotional intelligence knowledge and skills in managing organization’s key
resource – its people across hierarchy levels and competence levels and gender differences. For instance,
men are not superior to women in terms of emotional intelligence and vice versa, but rather each has a
personal profile of strengths and weaknesses in these capabilities.

Some people are highly empathetic but lack some abilities to handle their distress, while others are quite
aware of the subtle shift in our own moods, yet are inept socially. The male-female emotional intelligence
profile shows that women on average are more aware of their emotions, show more empathy and are
more adept interpersonally. Men on the other hand are more self-confident and optimistic, adapt more
easily and handle stress better.

In general there are far more similarities than differences. Simply being high in Emotional intelligence
does not guarantee a person will have learned the Emotional competences that matter for success, it only
means they have excellent potential to learn them.
Our Emotional intelligence determines our potential for learning practical skills that are based on its five
elements;

Self-awareness,
Motivation,
Self-regulation, Page | 70
Empathy, and
Adeptness in relationship.

3.10.4. The success factor

The globalization of the workforce has put a premium on Emotional intelligence, the changing business
environment necessitates reciprocal changes in corporate traits (set of corporate habits) needed to
succeed. The competences needed for success may change as people grow through organization’s ranks,
in large organizations, senior executives need a greater deal of political awareness than middle level
managers.

Furthermore key competences match a given organization’s reality, each company and industry has its
own emotional ecology and thus the most adaptive traits for employees will differ. The great divide in
competences lies between the mind and the heart, or more technically between cognitive and emotions.
Some competences are purely cognitive, such as analytical reasoning or technical expertise. Others
combine thought and feeling - Emotional competences.

The most important competences for stellar performance stems from Emotional intelligence, this applies
to even technical personnel such as scientists and other technical professions, analytical competences
ranks third after ability to influence and drive to achieve. Certain positions require core technical
competences, to be the best nurse requires a sense of humor, for bankers it’s respecting customers
confidentiality, for school owners it’s seeking out ways of getting feedback from teachers & parents.

Expertise then becomes a combination of common sense, specialized knowledge we pick up in the course
of doing any job, expertise comes from in the trenches learning. It shows up as an insider’s sense of the
tricks of a trade –the real knowledge of how to do a job that only experience brings.

Thus Emotional intelligence is the underlying premise for all management training, as more and more
companies are resonating with employees acquiring more Emotional intelligence skills and training. This is
because competence is extending beyond products and services alone but how organizations use their HR

A survey from employers of MBA graduate in the developed highlights three sought after traits –
communication skills, interpersonal skills and initiative – emotional intelligence therefore determines start
performance.