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Introduction to Management

Assignment # 1

TOPIC:

HUMAN RESOURCE MANAGEMENT

SUBMITTED BY:
RIMSHA(75)

SUBMITTED TO :
MAM ADEELA PERVAIZ
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DEPARTMENT OF PSYCHOLOGY
UNIVERSITY OF SARGODHA

CONTENTS

• Human Resource Management 3

• Human Resource Management Process 3
• Recruiment And Decruiment 4
• Selection 5
• Orientation 6
• Employee Training 8
• Performance Evaluation 9
• Compensation And Benefits 11
• Carrier Development 11
• Contemporary issues 11
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HUMAN RESOURCE MANAGEMENT

Human: refers to the skilled workforce in an organization.

Resource: refers to limited availability or scarce.

Management: refers how to optimize and make best use of such limited or scarce
resource so as to meet the organization goals and objectives.

• Human resource management is organizing, coordinating, and managing an

organization's current employees to carry out an organization's mission, vision,
and goals.

HUMAN RESOURCE MANAGEMENT PROCESS

Human Resource Management is the process of recruiting, selecting, inducting

employees, providing orientation, imparting training and development, appraising the
performance of employees, deciding compensation and providing benefits, motivating
employees, maintaining proper relations with employees and their trade unions,
ensuring employees safety, welfare and healthy measures in compliance with labour
laws of the land and finally following the Orders / Judgements of the concern High Court
and Supreme Court, if any.
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RECRUITMENT AND DECRUITMENT

Recruitment:
The process of locating, identifying, and attracting capable applicants
to an organization.

Decruitment:
The process of reducing a surplus of employees in the workforce of an
organization.

SOURCE ADVANTAGES DISADVANTAGES

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• INTERNET • Reaches large • Generates

numbers of many
people; can get unqualified
immediate candidates
feedback
• EMPLOYEE • Knowledge about • May not
REFFERALS the organization increase the
provided by diversity and
current mix of
employee; can employees
generate strong
candidates
because a good
referral reflects
on the
recommender
• COMPANY WEB • Wide • Generates
SITE Distribution; can many
be targeted to unqualified
specific groups candidates

• COLLEGE • Large Centralized • Limited to

RECRUITING body of entry-level
candidates positions

SELECTION
Selection is the process of choosing employees to fill specific jobs within an
organization. This process typically includes reviewing applications or resumes,
interviewing candidates, and making a final decision.

Selection Tools
Job Applications:

• People submit their work history and qualifications.

Interviews:

• Talking sessions to understand skills and personality.

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• Questions can be planned, focus on past experiences, or involve multiple

interviewers.

Testing and Assessment:

• Tests to measure skills or personality traits.

Reference Checks:

• Contacting previous employers to verify information.

Background Checks:

• Checking for criminal records and verifying education.

Assessment Centers:

• Tasks or role-playing to see how candidates perform.

Group Discussions:

• Talking in a group to assess communication and teamwork.

Presentation Exercises:

• Preparing and delivering a short talk to demonstrate communication skills.

Medical Examinations:

• Checking physical and mental health suitability.

Probationary Periods:

• A trial period where performance is observed before permanent employment.

ORIENTATION

Orientation is the process of introducing new employees to their work environment and
to the company. This process typically includes an overview of the company's history,
culture, and mission, as well as a tour of the workplace.

TYPES OF ORIENTATION

Work Unit Orientation:

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Effectively integrating a new employee into their position,

their work unit/department, and the university. Creating a positive first impression,
establishing productive working relationships, and providing support and information to
allow the new hire to be successful in their new job.

Organization Orientation:
An individual's predisposition and attitude toward work,
motivation to work, job satisfaction, and ways of dealing with peers, subordinates, and
supervisors on the job.

ENTRY SOCIALIZATIONAL OPTIONS

Formal vs. Informal:

Formal Entry: Structured and planned orientation processes provided by the
organization. This may include scheduled training sessions, company presentations,
and detailed handbooks.

Informal Entry: Learning through day-to-day interactions, often without a structured

program. Colleagues and supervisors informally share information and insights.

Individual vs. Collective:

Individual Entry: New employees go through orientation individually. This might involve
personalized training sessions or self-paced online modules.

Collective Entry: New hires participate in orientation together as a group. This can
promote team building and a sense of camaraderie among new employees.

Fixed vs. Variable:

Fixed Entry: A standardized and consistent orientation program for all new employees.
The content and schedule remain the same for everyone.

Variable Entry: Tailored orientation programs based on the specific needs and
roles of individual employees. This allows for flexibility and customization.

Serial vs. Random:

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Serial Entry: Sequential introduction to various aspects of the organization. New

employees progress through a planned series of orientation activities, gaining
knowledge in a logical order.

Random Entry: Less structured and more flexible. New hires may be introduced to
different aspects of the organization in a less sequential manner.

Investiture vs. Divestiture:

Investiture Entry: Emphasizes the positive aspects of the newcomer, recognizing and
celebrating their uniqueness and contributions.

Divestiture Entry: Focuses on removing any negative aspects or misconceptions about

the newcomer. It aims to ease any concerns or uncertainties.

TRAINING METHODS

Traditional training methods

• Lectures and Presentations:

What: Teacher talks, students listen.

When: To explain concepts or share information.

• Mentoring and Coaching:

What: Experienced manager guides a less experienced person.

When: Personalized skill development.

• Workshops and Seminars:

What: Interactive sessions with discussions and activities.

When: Cover various topics, encourage engagement.

• On-the-Job Training (OJT):

What: Learn while doing the actual job.

When: Practical skills development.

• Study Groups:
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What: Small groups study together.

When: Collaborative learning.

Technology-based Training Method

• Online Courses:
What: Learn on the internet.

Benefits: Flexible, easy to track progress.

• Webinars and Virtual Classes:

What: Attend classes online.

Benefits: Remote learning, interactive.

• Interactive Presentations:
What: Fun slideshows with videos and quizzes.

Benefits: Keeps you interested, helps you remember.

• Mobile Learning (M-Learning):

What: Learn on your phone or tablet.

Benefits: Convenient, learn anywhere.

• Podcasts and Audio:

What: Listen and learn.

Benefits: Easy to listen during free time.

Performance evaluation methods

• Annual or Semi-Annual Reviews:

Description: Formal, scheduled evaluations conducted once or twice a year.
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Process: Managers and employees discuss performance over a specific period, set
goals, and plan for development.

• 360-Degree Feedback:
Description: Feedback is gathered from multiple sources, including peers,
subordinates, and managers.

Process: Provides a comprehensive view of an individual's performance from various

perspectives.

• Management by Objectives (MBO):

Description: Goals are set collaboratively between employees and managers at the
beginning of a performance period.

Process: Evaluation is based on the achievement of agreed-upon objectives.

• Key Performance Indicators (KPIs):

Description: Specific metrics and benchmarks are established to measure
performance.

Process: Evaluation is based on how well employees meet or exceed predetermined

KPIs.

• Behaviorally Anchored Rating Scales (BARS):

Description: Specific behavioral examples are provided to define performance levels.

Process: Managers rate employees based on observed behaviors within these defined
categories.

• Critical Incident Technique:

Description: Focuses on critical events or incidents to evaluate performance.

Process: Managers document specific incidents highlighting exceptional or

problematic behavior.

• Graphic Rating Scales:

Description: Employees are rated on various attributes using a numerical or
descriptive scale.

Process: Managers provide ratings based on predefined criteria, such as

communication skills or problem-solving abilities.
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COMPENSATION AND BENEFITS

CARRIER DEVELOPMENT
Career development in management is a dynamic and intentional process that involves
self-assessment, goal setting, and continuous learning. Individuals aspiring to advance
in managerial roles should focus on enhancing leadership and communication skills
while actively seeking diverse work experiences and cross-functional projects. Building
a strong professional network, participating in mentorship programs, and seeking
feedback contribute to personal growth and recognition within the organization.
Effective career planning involves staying informed about industry trends, embracing
opportunities for career transitions, and maintaining a healthy work-life balance. By
cultivating a strategic approach to career development, individuals can position
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themselves for success in management roles, continuously adapting to the evolving

demands of their profession.

CONTEMPORARY ISSUES
Sexual harassment:
Sexual harassment in the workplace involves unwelcome and
offensive conduct of a sexual nature, creating an uncomfortable or hostile environment
for the victims. This can include inappropriate comments, advances, or any form of
unwanted attention based on gender. It is a violation of employees' rights and can have
severe emotional and professional consequences.

Bullying:
Bullying in the workplace is a broader issue that encompasses repeated
mistreatment, intimidation, or offensive behavior directed towards an individual or
group. Bullying can manifest in various forms, such as verbal abuse, exclusion, or
spreading malicious rumors, creating a detrimental impact on the targeted individuals'
well-being and job performance.

END