Organizing and HUman Resources

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Dave Swanston

Organizing and Human Resources Human resource management (HRM) The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals. 5 steps of human resources planning- 1. Preparing a human resources inventory of the organization’s employees. This inventory should include ages, names, education (e.g., languages spoken), capabilities, training, specialized skills, and other information pertinent to the specific organization. Such information reveals whether the labour force is technically up to date, thoroughly trained, and so forth. 2. Preparing a job analysis- A study of what is done by employees who hold various job titles. The result is two written statements: job descriptions and job specifications. A job description specifies the objectives of the job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions. Job specifications are a written summary of the minimum qualifications (e.g., education and skills) required of workers to do a particular job. In short, job descriptions are statements about the job, whereas job specifications are statements about the person who does the job. 3. Assessing future human resources demand- Becausetechnologychangesrapidly,training programs must be started long before the need is apparent. Human resources managers who are proactive—that is, who anticipate the organization’s requirements identified in the forecasting process—ensure that trained people are available when needed. 4. Assessing future human resources supply- The labour force is constantly shifting: getting older, becoming more technically oriented, attracting more women, and so forth. There are likely to be increased shortages of some workers in the future (e.g., computer and robotic repair workers) and an oversupply of others (e.g., assembly line workers). 5. Establishing a strategic plan- The plan must address recruitment, selection, training and development, evaluation, compensation, scheduling, and career management for the labour force. For this plan to have impact, the HR department must have upper management support for its acceptance and implementation. Because the previous four steps lead up to this one, this chapter will focus on these elements of the strategic human resources plan. Recruitment- The set of activities used to obtain a sufficient number of the right people at the right time. 5 factors that make recruiting hard-  Legal restrictions  Finding suitable employees can also be made more difficult if companies are considered unattractive workplaces  Low wages to start when new to a firm  Corporations have their own culture and leadership style  Sometimes people with necessary skills are not available, so workers within are hired and trained internally Selection- The process of gathering information and deciding who should be hired, under legal guidelines, for the best interests of the individual and the organization. Typical selection process involves five steps- 1. Obtaining complete application forms 2. Conducting initial and follow-up interviews 3. Giving employment tests 4. Confirming background information 5. Establishing trial (probationary) periods Contingent workers- Workers who do not have regular, full-time employment. Management Development- The process of training and educating employees to become good managers and then monitoring the progress of their managerial skills over time.  Increasingly being used as a tool to accomplish business objectives at colleges, unis, private management development firms. Most management training programs include the following: o On the job coaching o Understudy positions o Job rotation o Off the job courses and training Networking- The process of establishing and maintaining contacts with key managers in one’s own organization and
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