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MGTA01H3 (583)
Chapter 8

Chapter 8 Readings

7 Pages
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Department
Management (MGT)
Course Code
MGTA01H3
Professor
Murphy Lawrence

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Description
Chapter 8 Managing Human Resources Human Resource Management HRM set of organizational activities directed at attracting developing and maintaining an effective workforceStrategic Importance of HRM y HRM also called personnel is critical for effective organizational functioning y Importance has grown dramatically over the last 20 years due to increasing legal complexities awareness of the cost of poor HRM and the recognition that it increases productivity y Poor HR planning can result in spurts of hiring followed by layoffs training expenses and reduced morale y Due to importance of HRM chief human resource executives are usually vice presidents that are directly accountable to the CEOHuman Resource Planning Job analysis a detailed study of the specific duties in a particular job and the human qualities required for that job Job description the objectives responsibilities and key tasks of a job the conditions under which it will be done its relationship to other positions and the skill needed to perform it Job specification the specific skills education and experience needed to perform a job y The starting point in attracting qualified human resources is planning y HR planning involves job analysis and forecasting the demand and supply of labourJob analysis is a systematic analysisof jobs within an organization and is made up of two parts job description and job specificationOnce completing the job analysis managers can begin planning for the organizations future HR needs done by assessing trends in past HR usage future organizational plans and general economic trendsForecasting the supply of labour involves o Forecasting internal supply the and type of employees who will be in the firm at some future date o Forecasting external supply theand type of people who will be available for hiring from the labour market at large y Simpler approaches merely adjust present staffing levels for anticipated turnover and promotions while larger organizations use extremely sophisticated models to keep track of present and future distributions of professionals and managersy At higher levels of an organization replacement charts are used
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