Overview

of
Human
Resource 1
Human Resources Management

2
Recruitment

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 Recruitment
• The process by which a job vacancy
is identified and potential employees
are notified.
• The nature of the recruitment
process
is regulated and subject
to employment law.
• Main forms of recruitment through
advertising in newspapers,
magazines, trade papers and internal
vacancy lists. 4
 Recruitment
• Job description – outline of the role
of the job holder
• Person specification – outline
of the skills and qualities required
of the post holder
• Applicants may demonstrate their
suitability through application form,
letter or curriculum vitae (CV)

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Selection

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Selection
• The process of assessing
candidates and appointing a
post holder
• Applicants short listed –
most suitable candidates
selected
• Selection process –
varies according
to organisation:
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 Selection
• Interview – most common method
• Psychometric testing – assessing the
personality of the applicants – will they fit
in?
• Aptitude testing – assessing the skills
of applicants
• In-tray exercise – activity based around
what the applicant will be doing, e.g.
writing a letter to a disgruntled customer
• Presentation – looking for different skills
as well as the ideas of the candidate

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Employment Legislation

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Employment Legislation
• Increasingly
important aspect
of the HRM role

• Wide range of
areas for attention
Even in a small business, the
legislation relating to employees
is important – chemicals used in
a hairdressing salon for example
have to be carefully stored and
handled to protect employees.

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 Discrimination
• Crucial aspects
of employment
legislation:
– Race
– Gender
– Disability

Disability is no longer an
issue for employers
to ignore, they must
take reasonable steps
to accommodate and recruit
disabled workers.

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Discipline

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 Discipline
• Firms cannot just ‘sack’ workers
• Wide range of procedures and steps
in dealing with workplace conflict
– Informal meetings
– Formal meetings
– Verbal warnings
– Written warnings
– Grievance procedures
– Working with external agencies

13
Development

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 Development
• Developing the
employee
can be regarded as
investing
in a valuable asset
– A source of
motivation
– A source of helping the
employee fulfil potential
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Training

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 Training

• Similar to development:
– Provides new skills for the
employee
– Keeps the employee up to date
with changes in the field
– Aims to improve efficiency
– Can be external or ‘in-house’

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Rewards Systems

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Rewards Systems
• The system of pay and benefits
used by the firm to reward
workers
• Money not the only method
• Fringe benefits
• Flexibility at work
• Holidays, etc.

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Trade Unions

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 Trade Unions
• Importance of building relationships
with employee representatives
• Role of Trade Unions has changed
• Importance of consultation
and negotiation and working
with trade unions
• Contributes to smooth change
management and leadership

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Productivity

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 Productivity
• Measuring performance:
• How to value the workers contribution
• Difficulty in measuring some types of output
– especially in the service industry
• Appraisal
– Meant to be non-judgmental
– Involves the worker and a nominated appraiser
– Agreeing strengths, weaknesses and ways
forward
to help both employee and organisation

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Motivation

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 Extrinsic (or External)
Motivation
• Causes people to do something for a
reward or to avoid a penalty
– For example, a professional athlete
might enjoy the sport, but he/she chooses
to play for a particular team because it
pays more money or has more prestige.
• People are usually attracted to a job
for extrinsic reasons (good pay, good
benefits, good working conditions)
• Paying people more money (extrinsic
motivation) does not make them work
harder. (But it might keep them from
leaving and it might attract new
employees). 25
 Intrinsic (or Inner)
Motivation
• causes people to participate in an activity
for their own enjoyment.
– For example, kids play sports
because it is fun and they like
being with their friends.
• People usually stay with a job for
intrinsic reasons (they like the people
they work with, they find the job
challenging, people praise them for the
job they do)
• Intrinsic motivation is what builds loyalty
and dedication in your employees

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Herzberg’s Motivational and
Hygiene Factors
• Motivational factors: achievement,
recognition, the work itself, responsibility,
advancement, and growth, which produce job
satisfaction
• Hygiene factors: cause dissatisfaction if not
present, but do not motivate workers to do
more; examples include larger salaries, more
supervision, and a more attractive work
environment

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