Human Resource Management

MMH3
22.7.2019
 Human Resource Management
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An organization consists of people with formally assigned

roles who work together to achieve the organizations goals
A manager is someone who is responsible for accomplishing
the organization’s goals, and who does so by managing the
people and utilizing their potentials for work.
Managing involves five basic works- Planning, Organizing,
Staffing, Leading, and Controlling.
 Meritocracy and Spoils System
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Meritocracy is a social system in which success and status in life depend

primarily on individual talents, abilities, and effort. It is a social system in
which people advance on the basis of their merits.
A meritocratic system contrasts with aristocracy, patronage, for which people
advance on the basis of the status and titles of family and other relations. 
In the USA, President James A.Garfield was shot by a person an office seeker
who thought he should have been appointed as consul to France
US eliminated spoils system with the landmark Pendleton Act of 1883
 Principles of Human Resource Management
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Man versus machine- it is said, one machine can do the work of 5o

ordinary men, no machine can do the work of one extra ordinary man.
Recruitment to retirement
People(men) behind the machine
Hire for attitude recruit for skills,
Appreciate attitude but to respect intelligence
Hire slow, fire fast
Shed complexity and wed simplicity
To serve is to lead
Your most valuable asset-emphasize men not machine
 Other principles
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Equality of opportunity
Merit
Positive discrimination
Diversity
Gender
Minority
Equity
People with special needs
Planning- establishing goals and standards, developing rules and
procedures, developing plans and forecasts,
Organizing - giving each subordinates a specific tasks, establishing
departments, delegating authority to subordinates, establishing channels of
authority and communicating, coordinating the work of subordinates.
Staffing – determining what type of people should be hired; recruiting
prospective candidates for employment, setting performance standards,
compensation system, evaluating performance, training and development of
employees.
Leading – Getting others to get the job done, maintaining morale,
motivating employees
Controlling- Setting standards such as fixing targets, quality standards,
production targets, compare performance against targets and taking
corrective measures.

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Human Resource Management (HRM) is the process of acquiring, training, appraising, and
compensating employees, and of attending to their labor relations, health and safety, and issues related
to fairness.
HRM deals with the following:
Conducting job analysis(determining the nature of each employees job, forecasting job vacancies, and
recruiting people)
Planning employee needs and recruiting job candidates,
Selection of candidates
Orienting and training new employees
Managing wages and salaries(compensation system)
Providing incentives and benefits
Appraising performance
Training employees, and developing managers
Building employee relations and engagement
Equal opportunity for all(affirmative action)
Handling grievances and labor relations
 Importance of human resource management
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Avoid pitfalls, mistakes manager’s would not want to make while

To avoid or overcome organizational redundancy
Employees not doing their best,
Hire the wrong person for the job
When experiencing high turn over
Need for training which may deter effectiveness of the organization
Problems such as not putting right person in the right place
Failing to keep employees motivated
Inability to secure a high performance team in the organization
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Line and staff functions
Staff function and the Line function is to ensure that the organization meets
its business objectives,
line function involves the actual core work to meet the business objectives,
staff function assists the line function in meeting these objectives.
Line Function: Line function is the one which is directly involved in the core
work of an organization. It involves the primary activities such as manufacturing,
selling, purchasing etc which are required to meet the business objectives.
Operations, marketing, and sales are the examples of line functions.
Staff Function: Staff function involves assisting the line function with
specialist advisory and expertise such as research, training, etc. to meet the
business objectives. For example, human resource managment, accounting,
public relations, and the legal department are considered to be staff functions.
 Improving employee
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performance

Performance Indicators( set criteria for performance, what is performance? And

measured by what indicators?)
Strategic human resource management to formulate and execute human
resource policies and practices that produce the employee competencies and
behaviors the company needs to achieve its strategic aims
The aim is to ensure that human resource staffing , incentive system contributes
to organizational efficiency
That employee competencies and skills help achieve organizational goals
HR performance and sustainability(long term engagement, commitment)
HR and employee engagement(being involved, ownership)
 HR Manager and his role
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Leadership - ability to direct and contribute to initiatives and processes within the
organization, to get the best of the available human resources
Ethical practice - ability to integrate core values, integrity, throughout all and
accountability through out all organizational and business practices
Business Acumen- ability to understand and apply information with which to contribute
to organization’ strategic plan
Relationship management- the ability to manage interactions too provide service and to
support organization
Consultation - the ability to provide advise to organizational stakeholders
Critical evaluation- the ability to interpret information with which to make business
decisions and recommendations
Communication- the ability to effectively exchange information with stakeholders
 Job analysis
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Organizations consists of positions that have to be staffed.
The organization chart shows the title of each supervisor’s position and, by means of connecting lines, who is
accountable to whom, who has authority for each area, and who is expected to communicate with whom.
Job analysis is the procedure through which the duties of an organizational position is determined and
characteristics of the people to hire them.
Job analysis produces information for writing job descriptions(a list of what the job entails) and job
specifications(what kind of people to hire for the job)
Job analysis helps to find out:
Work activities-information about the job’s actual work activities, such as teaching, doing research, writing
and publications etc.
Human behavior- information on the human behavior the job requires
Machine, tools, technology and work aids-information regarding tools and techniques
Performance standards- information on the job’s performance standard
Job context-physical working condition , travels, people with whom would normally interact
 Human requirements knowledge and skills needed and required personal attributes
 Uses of job analysis
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Recruitment and selection

Performance appraisal
Compensation
Training
 Techniques to conduct job analysis
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 What is the job being performed?

What exactly are the major duties of your position?
What physical locations do you work in?
What are the education, experience, skill, and certification ?
In what activities do you participate?
What are the job ‘s responsibilities and duties?
What are the basic accountability or performance standards that typify your
work?
What are your responsibilities? What are the environmental and working
condition involved?
Are you exposed to any hazards or unusual working condition?
 Job description
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The most important part of job analysis is the job description.

A job description is a written statement of what the employee
actually does, how he or she does it, and what the job’ working
conditions are?
On the basis of the information to write a job specification,
knowledge, abilities, and skills required to perform the job
satisfactorily
 Recruitment.
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Workforce planning and forecasting

How many people with what skills are needed?
Why effective recruitment is important
Know the Recruitment rules
 A vacancy announcement
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

Data Analyst and Coordinator (NPM), Cox's Bazar, Bangladesh

Organization: IOM - International Organization for Migration

Country: Bangladesh

Field location: Cox's Bazar, Bangladesh

Office: IOM in Cox's Bazaar

Grade: P-3

 

Closing date: 1 August 2019


https://unjobs.org/vacancies/1563659956093
 Job Description
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[Job Title]
Formal position title. 
Reports To
The [job title] will report to [positions title or titles this position reports to].
Job Overview
Provide a brief, 4-sentence description of the role, what success in the position looks like, and
how it fits into the company or organization overall.
Responsibilities and Duties
Provide a bullet point list of the responsibilities and duties of this job.
List the essential duties required to carry out this job.
List them in order of importance.
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Qualifications
Provide a bullet point list of the qualifications that are necessary for someone to
fill this position.
Bullet points you may want to include are:
Education level.
Experience.
Specific skills.
Personal characteristics.
Certifications.
Licenses.
Physical abilities.